1. Evolving Management Approaches and Behavioral Management
4/23/2017
Chapter II
Evolving Management Approaches and Behavioral Management

2. Preface
Even diverse fields and management thoughts are integrated in Management Innovation and Organization Development, Behavioral Management Thoughts are one of those that play key roles, especially teamwork and behaviors, in both fields.
Also, some contemporary thoughts and theories contribute to shape them up and build over the rusty management orthodoxies as well.

3. Objectives After studying the chapter, students should be able to..
Describe evolution of management approaches and list the major phrase of such approaches and theories
Explain how the behavioral management theories is so important to management innovation and organization development
Explain what Mary Parker Follett’s management thoughts yield on the fields of management innovation and organization development
Explain the roles of behavioral management theories in the fields of management innovation and organization development

4. Evolution of Management Theory
: contributions of thought to Management Innovation & Organization Development

5. Job Specialization Adam Smith (1723-1790)
Realized that job specialization resulted in much higher efficiency and productivity
Breaking down the total job allowed for the division of labor in which workers became very skilled at their specific tasks.

6. Job Specialization

7. Scientific Management
Characterized by a worker-task relationship, with efficiency as its primary goal
Associated with the industrial era in Europe and the U.S.
Defined by Fredrick W. Taylor ( )

8. Taylor’s Principles:
Study the way workers perform tasks and experiment with ways of improving them
Determine rules and SOPs that govern task performance
Select and train (according to the rules) the worker for the task
Establish a performance standard, and develop a pay system that rewards above-standard performance

9. How were these applied? What were some side-effects?
Managers didn’t always reward increased output
Jobs became dull or stressful
Increased turnover
Workers restricted output (sandbagging)

10. Followers of Taylor Frank (1868-1924) and Lillian (1878-1972) Gilbreth
Time-and-motion study
Also studied job fatigue

11. Administrative Management Theory
Concerned with how to design the organizational structure for high efficiency and effectiveness

12. Max Weber (1864-1920): Principles of Bureaucracy
Manager’s formal authority derives from his position
People should occupy positions because of performance, not social standing
Each person’s formal authority and responsibilities should be clearly specified
Positions should be arranged hierarchically
Managers should create a well-defined system of rules, SOPs, and norms

13. Henri Fayol (1841-1925) Principles of Management
Order
Initiative
Discipline
Remuneration of personnel
Stability of tenure of personnel
Subordination of personal interest
Esprit de corps
Division of labor
Authority and responsibility
Unity of command
Line of authority
Centralization
Unity of direction
Equity

14. Behavioral Management Theory
Mary Parker Follett ( )
“Authority should go with knowledge”
First advocate of empowerment, self-managed teams

15. Behavioral Management Theory
Hawthorne studies
Human relations movement
The workings of the informal organization (norms)
Organizational behavior

16. Theory X and Theory Y Douglas McGregor (1906-1964) Theory X/ Theory Y
Believed that one or the other assumption tended to drive managerial behavior in a particular organization
What are examples?

17. Theory X and Theory Y

18. Management Science Theory
Generally, a quantitative approach
Quantitative management (modeling, simulation, queuing theory)
Operations management (production)
Total quality management (TQM)
Management Information Systems (MIS)

19. Organizational Environment Theory (1960s) : Open Systems View

20. Closed System System that operates as though it is self-contained
Likely to experience entropy and disintegrate

21. Contingency Theory
The idea that the organizational structures and control systems are contingent on characteristics of the external environment

22. Contingency Theory Mechanistic structures: Central authority
Clear tasks and rules
Close supervision
Organic structures:
Decentralized
More authority to middle and line managers
More cross-functioning and empowerment

23. Contingency Theory
The idea that the organizational structures and control systems are contingent on characteristics of the external environment

24. Thoughts of Contribution Management Innovation
Behavioral Management Thought
Mary Parker Follett ( )
“Authority should go with knowledge”
First advocate of empowerment, self- managed teams
Management Science Theories
Quantitative Approaches; TQM
Organization Environment Theory
Close systems
Contingency Theory
Organizational theory, design, and changes
Commitment to a big management problem
Novel principles that illuminate new approaches
A deconstruction of management orthodoxies
Analogies from a typical organizations that redefine what’s possible.
Organizational Development
Behavioral Management Thoughts
M.P. Follett’s thought
Hawthorne studies
Human relations movement
The workings of the informal organization (norms)
Organizational behavior
Application of behavioral science techniques to improve an organization’s health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities