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From scientific management to total quality management

The history of management thought from scientific management to today, and key points of departure during the period of evolution of management thought. 1) Classical perspective The earliest formal study of management. Scientific Management Bureaucratic Management Administrative Principles

Scientific Management (late 1800s) The Father of Scientific management Frederick Taylor The systematic relationships between people and tasks to redesign the work for higher efficiency 1. Study the way the job is performed now & determine new ways to do it. Gather detailed, time and motion information. Try different methods to see which is best. 2. Codify the new method into rules. Teach to all workers. 3, Select workers whose skills match the rules set in Step 2. 4. Establish a fair level of performance and pay for higher performance. Workers should benefit from higher output. Did not appreciate the social context of work and the higher needs of work thers, did not acknow Bureaucratic Organization Introduced by Max Weber Division of labour with clear definitions of authority and responsibility Positions organized in a hierarchy of authority Managers subject to rules and procedures that will ensure reliable, predictable behaviour Management separate from the ownership of the organization Personnel selected and promoted based on technical qualifications Administrative acts and decisions recorded in writing Administrative Principles Henri Fayol, Mary Parker Folliett, Chester.I.Barnard Henri Fayol 14 principles Unity of command, division of work, scalar chain, unity of direction. 2) Humanistic perspective

Human relations movement Mary Parker Folliet and Chester Barnard Hawthorne Studies Employees performed better when managers treated them in a positive manner Money mattered a great deal at hawthorne, in addition increased feelings of importance and group pride helped worker production increase Human resources perspective Combined prescriptions of designs for job tasks with theories of motivation Abraham Maslow Maslows hierarchy physiological, safety, belongingness, self-esteem and self-actualization needs Douglas McGregor Theory X and Y X workers are inherently lazy and dislike work and must be controlled or coerced into working, must be directed, is not ambitious and avoids responsibility. Y the average human being does not dislike work, they exercise self-direction and self-control, learns not only to accept but seek responsibility, has the ability to be creative, ingenious and under the given conditions this is only partially utilized. Behavioural science approach Develops theories about human behaviour based on scientific methods study. Organization development (OD) 1970s applied behavioural sciences to improve the organizations health and effectiveness through its ability to cope with change, improve internal relationships and increase problem-solving capabilities. Matrix organization, self-managed teams, ideas about corporate culture and management by wandering around. 3) Management Science As a result of WW11 a lot of management changes. Application of mathematics, statistics and quantitative techniques to management decision making and problem solving. Operations Research mathematical model building and other quantitative techniques to managerial problems. Operations management specializes in physical production of goods and services using quantitative techniques to solve management problems. (forecasting, scheduling, break-even analysis) IT MIS, intranets, extranets.

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Recent Trends

Systems Theory A set of interrelated parts that function as a whole to achieve a common purpose. Inputs material, human, financial or information resources Transformation process production technology used to convert inputs to outputs Outputs products and services Feedback knowledge of results that affects the next cycle of inputs

Environment social, political, economic Open systems, closed systems, entropy (they cease to exist), synergy (the whole is greater than the sum of parts), subsystem (changes in parts affect the system) Contingency View Managers must learn to identify patterns and characteristics of their organization in order to find solutions that fit them. Common solutions to common problems. Case view every situation is unique Universalist view there is one best wapy Contingency view organizational phenomena exists in logical patterns. Apply similar responses to common patterns. Total Quality Management (80s and 90s) After WW11 W.Edwards Deming father of quality management Managing the total organization to deliver quality to customers Employee involvement, focused on the customer, benchmarking (find out how others do it better and imitate or improve), continuous improvement small, incremental improvements. The next likely phase of dominant management thought Learning Organizations Todays environment is turbulent and rapidly changing. People throughout the company must think in new ways and learn new values and attitudes. Peter Senges book. Everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change and improve, thus increasing its capacity to grow, learn and achieve its purpose. Elements: Team based structure self-directed teams, different skills, creatively and flexibly respond to new challenges Employee empowerment unleashing power and creativity by giving information, resources, freedom, skills. Open information be aware of whats going on, understand the whole organization.