1. CHAPTER 2 PIONEERING IDEAS IN MANAGEMENT
Chapter 2 contains a broad historical survey of the development of management theory since the industrial revolution of the 1700s to the present day. The various schools of thought or viewpoints, and their main authors or researchers are summarised. This broad historical sweep is set out in Table 2.6 (Evolution of management theories) on Page 62 at the end of the Chapter.
The Chapter starts (Pages 38-40) with an interview with Ralph Waters, CEO of Fletcher Building who describes the challenges of moving from New Zealand into the Australian market as well.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

2. Lecture Outline The birth of management ideas
Preclassical contributors
Classical viewpoint
Behavioural viewpoint
Quantitative management viewpoint
Contemporary viewpoints
Promoting innovation - contributions of major views
Examples of management practice can be found across several thousand years—the Assyrians, Egyptians, Romans and other early civilisations. But as a field of knowledge management has only developed fairly recently, from the 1980s onwards, primarily as a result of the demands emanating from the industrial revolution.
Ideas about running factories more effectively provided pre-classical contributions.
The development of broad principles and theories forming managerial viewpoints followed, providing the classical, behavioural, quantitative and contemporary contributions. These will be dealt with, in that order, in some detail during the lecture. Understanding major theories and points of view is useful background for all management students.
The detailed contents of Chapter 2 of the text are set out on Page 36. Learning objectives are given on page 37.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

3. Early management ideas: Preclassical contributors
Robert Owen (1771–1858)
Scottish mill owner: Identified the importance of working and social conditions for employees.
Charles Babbage (1792–1871)
English mathematician: Ideas on work specialisation, production efficiency, incentive and profit-sharing plans.
Henry R. Towne (1844–1924)
American engineer: Called for a ‘management science’ that would establish ‘principles’ of management.
As previously noted, while “management” may have existed for thousands of years, management writing or management theories have not. The three early contributors above, in the late years of the industrial revolution, had worthwhile thoughts and objectives, but their efforts were uncoordinated. Owen remains famous as a social or welfare reformer, Babbage, the inventor of the first mechanical calculator - the precursor of all modern computers, as “the father of the computer”, and Towne for seeing management as profession that could be taught.
Page 42 has a few further details.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

4. The classical viewpoint
This viewpoint emphasises efficiently managing work and organisations.
It comprises three different management approaches: scientific, administrative and bureaucratic management.
Classical theorists emphasised the efficient management of work and organisations. It is called ‘classical’ because it includes early works and contributions comprising the core of the management field.
As noted, earlier thinkers concentrated on specific solutions to specific problems and were uncoordinated. These included increased productive efficiency and mechanisation and the call for the development of management principles.
Further discussion can be found Page 43.
The three “schools of thought” above will be dealt with in subsequent slides. It is worth noting that all three approaches arose in developed countries in larger-scale industries and organisations at the end of the industrial revolution (in the early years of the 20th century) and were all focused on problems of improving productivity.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

5. Classical theorists Scientific management Bureaucratic management
Frederick W. Taylor, Frank and Lillian Gilbreth,
Henry Gantt
Bureaucratic management
Max Weber
Administrative management
Henri Fayol, Chester Barnard
Details appear in Pages However, this slide merely sets out the range of theories and theorists to be covered. Each school of thought or viewpoint will be dealt with separately in slides which follow.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

6. SCIENTIFIC MANAGEMENT
‘Scientific management is an approach in classical management theory focusing on the scientific study of work methods to improve worker efficiency.’
Frederick Winslow Taylor ( ) developed his theory of Scientific Management to tackle what he considered to be a major problem—‘soldiering’. Soldiering is when a worker deliberately works below full capacity. He believed that soldiering occurred because workers feared that increased production meant lost jobs, wage systems encouraged low production and because work methods were often inefficient.
Taylor’s theories grew out of his experience working as an engineer with Midvale Steel and Bethlehem Steel in the USA.
Further discussion can be found on Pages 43 and 44.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

7. Scientific Management
Frederick W. Taylor
Four principles of ‘scientific management:
1. Scientifically study each part of a job and develop “the one best way” of doing it.
2. Carefully select and train workers
3. Co-operate with workers to ensure they use the proper method.
4. Divide work and responsibility between workers and managers.
The four principles are set out in Table 2.2 on Page 43.
Taylor published his viewpoint in “Principles of Scientific Management” in 1911.
He experimented exhaustively with things like shoveling coal, or carrying iron ingots most efficiently, He also advocated worker incentives to do the job as scientifically designed.
Taylor’s views were received with suspicion by many workers and trade unions. Nevertheless, they were vastly influential and were successful in raising industrial productivity. They influenced Henry Ford to introduce the moving assembly line at the Ford Motor Company.
Perhaps students can think of examples of scientific management being used today?
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

8. Scientific Management
Frank and Lillian Gilbreth
Time and motion studies
Human implications of Scientific Management
Henry Gantt
Pay incentives
Gantt chart
These three people were advocates of Scientific Management contemporary to Taylor. Frank Gilbreth developed detailed work methods while his academic wife Lillian developed the theoretical aspects of these approaches. Frank, an ex-bricklayer, noticed that experienced bricklayers handed on inefficient methods to new trainees. By studying movement efficiency, including use of early, primitive motion-picture technology, the Gilbreths were able to eliminate unnecessary movements, and improved the numbers of bricks a worker could lay in a day from 1,000 to 2,700 without greater physical effort.
Henry Gantt was a close associate of Taylor, working with him at Midvale Steel. He contributed the graphic aid for planning, scheduling and control known as the Gantt chart which we still use today to track projects and activities against the calendar. He also developed unique pay incentive approaches to encourage efficiency and productivity in workers. This included bonuses for supervisors when workers reached necessary standards, to encourage supervisors to put in efforts coaching workers who were struggling.
Some further discussion on the Gilbreths and Gantt can be found on Pages 44 and 45.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

9. Bureaucratic Management
An approach which saw the need of an organisation to operate rationally rather than relying on the arbitrary whims of owners and managers.
German sociologist Max Weber ( ) observed inefficiencies and inequities in large business, government and factory organisations. There was favouritism and preferment of aristocrats in the army and government jobs. In business, nepotism (hiring relatives or friends, regardless of ability) was rife. Filing and record keeping systems were poor.
In the early 1900s, Weber imagined an “ideal bureaucracy” (based on the German word for “office”) which would remove these inefficiencies.
See Pages 45 and 46.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

10. Bureaucratic Management
Weber’s Ideal Bureaucracy
Specialisation of labour
Formal rules and procedures
Impersonality
Well-defined hierarchy
Career advancement on merit
As noted, Weber believed that the irrational behaviour of owners, managers and administrators (such as nepotism and class bias) impeded the effective functioning of organisations. His idea of a ‘rational’ approach to management outlined how an organisation might function effectively. N.B. the term ‘bureaucracy’ has come to describe the negative aspects of large, rule-based organisations, but this was not the sense in which Weber used the term. In Weber’s “ideal” the bureaucrat would be a highly respected and skilled technocrat.
Weber’s characteristics for an ideal bureaucracy, summarised above, are set out in more detail in Table 2.3 on Page 45.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

11. Administrative Management
‘Approach focused on principles for managers to co-ordinate organisations’ internal activities.’
The third (not necessarily the last) branch of Classical Management to be covered is Administrative Management.
The work of the Administrative Management branch of Classical Management theorists laid the foundation for the concept of management as a professional field.
This viewpoint looks for general principles to guide managers in all kinds of organisations.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

12. Administrative Management
Organising
Planning
Commanding
Henri Fayol
In the late 1800s and early 1900s, French Mining Engineer Henri Fayol developed views (published in “General and Administrative Management” in 1916) on “functions” listed above, that all managers would need to perform. This became a very powerful and influential idea.
Modern writers have tended to condense Fayol’s five functions into the four, of planning, organising, leading and controlling which are still a popular format for thinking about management today, and which form the basic structure of the text.
As noted in Chapter 1, writers such as Mintzberg reject the functions as an accurate description of how managers actually operate.
See Pages 47 and 48.
Controlling
Co-ordinating
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

13. Administrative Management
Henri Fayol’s ‘Principles of Management’
Division of work
Authority
Discipline
Unity of command/direction
Primacy of general interest
Remuneration
Esprit de corps
Fayol also outlined 14 “principles” of management (set out in this and the next slide) to help managers run efficient organisations.
These are set out with more explanatory detail in Table 2.4 on Page 48.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

14. Administrative Management
Henri Fayol’s ‘Principles of Management’ (cont.)
Centralisation
Scalar chain
Order
Equity
Low turnover
Initiative
See Table 2.4 on Page 2.4.
Students will not be familiar with the expression “scalar chain”, but it merely means the hierarchical chain of command form the top to the bottom of the organisation.
Note: under Administrative Management, the text also mentions the contribution of Chester Barnard (Pages 48-49). An experienced American manager (Bell Telephone, New Jersey), Barnard published “The Functions of the Executive” in One of his best known contributions is the acceptance theory of authority - subordinates decide whether to follow orders or not, so authority flows form the bottom of the organisation to the top.
See Pages
These views start to merge with the Behavioural Viewpoint which follows next.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

15. Behavioural Viewpoint
Perspective on management emphasising the importance of trying to understand the effect of different factors on human behaviour in organisations.
While Classical theorists saw people as productive mechanisms to be ‘used’ efficiently, the Behavioural theorists saw understanding and incorporating the social and psychological functioning of workers as integral to effective management performance.
This section covers four aspects: early behaviourists; the Hawthorne studies; the human relations movement; the behavioural science approach.
Introductory discussion can be found on Page 49.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

16. Behavioural Viewpoint
Early behaviourists:
Hugo Munsterberg
Creating optimal psychological conditions, behaviour shaping
Mary Parker Follett
Importance of group functioning
“Power with, rather than power over”
The Behavioural approach marks the onset of non-engineering contributions to management, e.g. psychologist Munsterberg and political scientist Follett.
Munsterberg ( ), working at Harvard, is known as “the father of industrial psychology” - the study of human behaviour at work.
Follett ( ) was an American social worker who became interested in business administration. She gave much more emphasis to the importance and influence of groups than classical theorists had done.
More detail on the work of Munsterberg and Folett is on Pages 49 and 50.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

17. Behavioural Viewpoint
The Hawthorne studies
Series of studies carried out from late 1920s to early 1930s
Western Electric’s Hawthorne (Chicago) plant
Major researcher: Harvard psychologist Elton Mayo
Initially a “scientific management” exercise
Example: Illumination studies… lighting levels
Led to identification of “Hawthorne effect”
The Hawthorne studies led to a change in focus for management studies since they indicated the significant effect that a job’s social aspects , especially supervisor attention and group-member relationships, could have on productivity.
Trying to find “the one best way” as in Taylor’s Scientific Management, experiments were set up (initially) to test lighting levels. In the test group of workers, lighting was lowered to very gloomy, almost dark levels. Counter-intuitively, the group’s productivity went up. (set out graphically in Figure 2.2 on Page 51).This was so surprising that the Australian-born psychologist Mayo was called in for further work and further series of studies.
Mayo’s findings were that the most important factors seemed to be the group dynamics and the special attention they were given.
Important for all research and experimental design, the Hawthorne effect is the possibility that individuals singled out for a study may improve performance simply because of the extra attention they get form researchers, rather than any specific factor being tested.
As noted in the text (Page 52) no other theory or set of experiments has contributed more to changes in management thinking.
Note: Later research (e.g. Adair ,1984, mentioned on page 52) indicates possible flaws and over-simplification in relation to the Hawthorne plant results, but this does not diminish their influence.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

18. Behavioural Viewpoint
Human Relations Movement
Abraham Maslow
Hierarchy of needs
Douglas McGregor
Theory X & Y
The Human Relations movement within the Behavioural approach to management suggested that the key to productivity was for managers to show a greater concern for the degree of personal satisfaction that workers had in their jobs and the creation of more collaborative/co-operative relationships between supervisor and worker.
Further discussion can be found on Pages 53 and 54.
Maslow’s Hierarchy of Needs will be dealt with in detail in Chapter 12 on Motivation - it need be considered only briefly at this stage.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

19. Maslow’s Hierarchy of Needs
Self-actualisation
Esteem
Social
Maslow’s Hierarchy of Needs will be dealt with in detail in Chapter 12 on Motivation (Figure 12.3 on Page 447) - it need be considered only briefly at this stage.
Psychologist Maslow (1954) believed people had needs at higher levels than basic survival. In management terms, workers want more than money out of their jobs.
While the reliability and validity of Maslow’s Hierarchy is now questioned, it is probably the best known of theory amongst modern managers, and is therefore useful for students to know about.
Brief details are on Page 53.
Safety
Physiological
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

20. McGregor’s Theory X and Y
THEORY Y
Work is natural
Workers dislike work
Must be controlled
Capable of self-direction
Avoid responsibility
Seek responsibility
Psychologist Douglas McGregor ( ) worked as a manager (President of Antioch College), He noted that “being liked by workers” was not the best guide for managers.
Note: McGregor’s Theory X and Theory Y are not really theories - they are McGregor’s explanation of what he saw as the main kinds of managerial assumptions - what different managers believed about workers (and therefore based their management techniques on).
While popular (and helpful in showing some managers how they might relate to workers better), management theory has now probably moved beyond McGregor.
See Table 2.5 on Page 53 - a slightly expended version of the above.
Further details on Pages 53 and 54.
Workers seek security
Can make good decisions
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

21. QUANTITATIVE MANAGEMENT VIEWPOINT
‘Focused on mathematics, statistics and information aids supporting managerial decision making and organisational effectiveness.’
The Quantitative Management viewpoint emerged during the Second World War and was a response to the logistical problems encountered from the sheer size of logistical problems encountered in coordinating and controlling the resources of the allied countries. It is a technical and rational approach that focuses on the use of mathematics, statistics and information as aids to supporting managerial decision making.
Further discussion can be found on page 45.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

22. Behavioural Science Approach
Builds on the Human Relations approach (Maslow, McGregor and others)
Based on scientific research: management, psychology, anthropology, economics, sociology.
Concepts tested in “laboratory” experiments or with willing organisations
Development of theories to guide managers in choosing the right action or technique
Example: goal-setting theory (Edwin Locke) - improve performance by setting challenging goals
The behavioural science approach is dealt with briefly on Page 54.
Goal-setting theory will be mentioned in more detail in Chapter 6.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

23. Quantitative management viewpoint
Management science
‘Approach aimed at increasing decision effectiveness through use of sophisticated mathematical models and statistical methods.’ Also called Operations Research (OR).
Operations management
‘Function or field of expertise primarily responsible for managing production and delivery of an organisation’s products and services.’
Management information systems
‘Field of management focused on designing and implementing computer-based information systems for use by management.’
The quantitative viewpoint came to the fore during and after World War II, from the use of maths, science and statistics to manage the allied war efforts.
See Pages
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

24. Contemporary Viewpoints
Systems theory
‘Approach based on the idea that organisations can be visualised as systems.’
System: set of interrelated parts operating as a whole in pursuit of common goals.
Based on the biological and physical sciences.
Open systems: interact continually with environment.
Closed systems: does not interact with environment, gets little feedback.
Contemporary approaches may be viewed as additional to the Classical, Behavioural and Quantitative approaches although they have not yet attained the status of enduring viewpoints. They are regarded as contemporary innovations in thinking.
Systems theory is covered on Pages 56 and 57 - the systems view is set out diagrammatically in the next slide.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

25. Systems view of organisations
Figure 2.3 on Page 56 sets out the four main systems components: inputs, transformation processes, outputs and feedback. Further explanation is also given in the text.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

26. Contemporary Viewpoints
Contingency theory
‘Viewpoint arguing that appropriate managerial action depends on the particular parameters of the situation.’
No universal rules (contrast with classical theories)
The challenge for managers is to match the correct techniques and decisions to the circumstances.
Contingency theory is outlined briefly on Page 57.
Contingency theory is probably the dominant modern theory of management, and it runs strongly through the textbook.
As outlined, most aspects of management will depend on situational factors. This will apply to strategy, organisational design, technology and leadership.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

27. Contemporary Viewpoints
Theory Z
William Ouchi (1975)
Concept combining positive aspects of American and Japanese management into a modified approach aimed at increasing managerial effectiveness while remaining compatible with the norms and values of American society and culture.
(E.g. American traditions of short-term employment contrasted with Japanese traditions of lifetime employment).
William Ouchi adopted a sociological approach to management, studying American and Japanese management techniques and employment traditions.
He put forward a fusion or combination of the two approaches (which he labelled Theory Z) which was quite influential in the 1980s.
Details are set out on Page 58.
Note especially Figure 2.5 at the bottom of the page which shows the characteristics of American and Japanese management, and of how Ouchi thought they could be combined into a new Type Z model, with more emphasis on consensus and group responsibility.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

28. Contemporary Viewpoints
Total Quality Management (TQM)
Approach highlighting collective responsibility for product and service quality, and encouraging individuals to work together to improve quality.
Based on a philosophy of “continuous improvement”.
W Edwards Deming
Although Deming developed his TQM philosophy (first called Total Quality Control - TQC) during World War II, and then applied it to reconstruction of Japanese industry after the War, it became highly popular in Western countries in the 1980s, but remains influential today. Many companies have TQM programs based on collaborative work groups, and efforts to work with “zero defects”.
See Pages
TQM was also discussed in Chapter 1.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

29. Contemporary Viewpoints
Business Process Re-engineering (BPR)
A radical change approach to re-designing how organisations work
Focuses on processes rather than the “tasks” of individual workers
Seeks dramatic performance improvement by re-thinking processes and eliminating unnecessary steps.
BPR is also discussed briefly in Chapter 1.
Hammer and Champy (1993) pointed out that managers often looked at how workers were performing their tasks, loosing sight of the big picture - the basic purpose of the whole process.
This was a popular business technique in the 1990s.
See Page 61.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

30. Contemporary Viewpoints
Knowledge Management (KM),
The Learning Organisation
Knowledge is seen as the key source of organisational competitive advantage.
KM: Organisations try to ensure that their people generate, use and assimilate knowledge (Mische 2001)
Learning Organisations: Peter Senge saw organisations as learning systems - retaining and building on knowledge allows change and adaptation
KM and Learning Organisations are also discussed briefly in Chapter 1.
These viewpoints were very influential from the 1990s. Many organisations currently work on developing and improving KM systems.
The emphasis is on setting up ways for organisations to share knowledge systematically amongst all organisational members.
See Page 61.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

31. Promoting Innovation Classical Behavioural Quantitative Contemporary
Each management viewpoint provides a contribution to managing innovation:
Classical
Behavioural
Quantitative
Contemporary
Each major viewpoint has contributed to current management knowledge and changed managers’ thoughts about organisations and behaviour within them. It is a mistake to regard the various management viewpoints as historical, each replacing the previous. Rather, they should be regarded as additions, each furthering and deepening our understanding of the field of management. Each approach brings something useful and necessary to management and highlights an aspect of managing. The reality of management is that many of these ideas and approaches are utilised in organisations alongside each other or in specific instances.
Students need an understanding of how management thinking has developed - they will probably find people applying these various models and viewpoints throughout their careers - and new viewpoints will arrive to supplement previous understanding.
Briefly discussed on Page 61..
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

32. Lecture Summary Early management ideas Classical theorists
Emphasised finding ways to more efficiently manage work and organisations
Behavioural viewpoint
Industrial psychology, the Hawthorne studies, Human Relations and Behavioural Science
Quantitative viewpoint
Focus on mathematics, statistics. Operations Research, Operations Management and Management Information Systems.
The Chapter summary is set out on Page 64.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)

33. Lecture Summary Contemporary viewpoints Innovation
Systems and Contingency theories, Total Quality Management, Business Process Re-engineering and Knowledge Management.
Innovation
All major viewpoints contribute to innovation. New developments will follow.
The Chapter summary is set out on Page 64.
Copyright  2008 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 5e by Bartol, Tein, Matthews, Sharma
Slides prepared by Rob Lawrence, Victoria University (Australia)