Beruflich Dokumente
Kultur Dokumente
Management Theory
IMT580
Fall 2013
Instructor: Mala Sarat Chandra
mchand1@uw.edu
TA:
@uw.edu
Learning Objectives
Explain what a management theory is.
Understand the evolution of
Management Theories and their major
contributions.
2/7/15
Session 1
EVOLUTION OF
MANAGEMENT THEORY
2/7/15
1920-1950
1880 - 1930
Classical
Manageme
nt School
NeoClassical
Managemen
t School
Human
Relations
Behavioral
Modern
Manageme
nt School
Systems
Contingency
Organizational
Humanism
Management
Science
Scientific
Administrative
Bureaucratic
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1900 - 1930
Core Ideas
1. Application of science to the practice of
management.
2. Development of basic management functions.
3. Articulation and application of specific
principles of management.
Evolved in response to the shift from handicraft to industrial
production.
Emphasis is on economic rationality of people and
organizations; motivated by economic incentives, they
make choices that yield the greatest monetary benefits.
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Max Webber
1905
The Theory of Social and Economic Organization
Frederick Taylor
1911
Principles of Scientific Management
Henry Gantt
1910 - 1915
Project Scheduling The Gantt Chart
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10
Henri Fayol
1916
Administration Industrielle et Generale
http://www.youtube.com/watch?v=8PdmNbqtDdI
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12
2/7/15
Scientific
Bureaucrat
ic
Administra
tive
Concern for
precise work
methods
Impersonal
view of
organizations
Development
of managerial
principles
Formal
structure,
legitimate
authority and
competence of
management
Best way to
organize all
jobs in a
business
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14
1920 - 1950
THE NEO-CLASSICAL
SCHOOL OF MANAGEMENT
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Core Concepts
Grew in reaction against the Scientific Theory of
Management which emphasized standardization of
jobs, processes and technologies to maximize
economic return.
Focus shifted to the human side of organizations.
1. The best way to motivate, structure and support
employees.
2. The need for workers to find intrinsic value in
their jobs.
3. The positive impact of social relationships on
worker productivity.
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17
http://www.youtube.com/watch?v=W7RHjwmVGhs
2:49
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19
The Human
Poblems of an
Industrial
Civilization
Fritz Roethlisberger
1939
Chester Barnard
1938
The Functions of the Executive
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21
Behavioral Theory of
Management
The fulfillment of emotional needs of workers is
important in achieving economic goals.
Employee satisfaction and working conditions are
important in achieving worker productivity.
Workers are intrinsically motivated to work when
they feel a sense of belonging and participate in
decision making.
Workers desire diverse and challenging work.
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22
Abraham Maslow
1954
Motivation and Personality
Autonomy, Empowerment
Recognition and Rewards
Collaboration, teamwork, work-life balance
Personal and financial security
Working Conditions and
Work hours
Sel
f
Act
ual
iza
tio
n
Esteem
Social
Safety
Physiological
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Douglas McGregor
1960
Human side of Enterprise
Theory X Managers
Workers must be coerced and controlled to work towards
organizational goals.
Workers are inherently lazy, lack ambition and prefer to be
directed rather than take responsibilities.
Workers are self-centered and only care about themselves,
not the organization.
Workers dislike change and will resist it at all cost.
Theory Y Managers
Workers encouraged to develop their full potential will work
towards achieving organizational goals.
With appropriate incentives and support, workers will seek out
and fulfill responsibilities on their own.
Workers will apply their ingenuity, creativity and hard work to
meet organizational goals.
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Chris
Argyris
1957
Personality and
Organization
Fundamental
conflicts between
Individual and
Organizational
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needs.
Frederick
Herzberg
1959
The Motivation
to Work.
Two-factor
Theory.
Mala Sarat Chandra, University of
Washington
Kurt Lewin
1944 1951
Model of
planned
change:
unfreeze,
change,
refreeze
25
2/7/15
Rensis
Likert
George
Homans
Warren
Bennis
1967
The Human
Organization
Linking-pin model
to bridge human
relations and
organizational
structure
1950
1961
The Human
Group
Extrapolates from
a small group to
understanding
Mala the
Saratsocial
Chandra,
University of
system.
The Planning of
Change
Foundation for
planned
organizational
change and
development.
Washington
26
27
28
Core Concepts
Dealing with complexity is the core of modern
management theory.
Organizations, Workers, Environment and the interactions between
them.
29
Operations Management
Managing the process of combining materials, workers and capital to
produce goods and services.
Mala Sarat
Chandra,
University
of
Transforming
inputs into outputs
and
receiving
feedback.
2/7/15
Washington
30
Throughput
Input
Resources from
the environment
The process of
converting or
transforming
resources within
the system into a
product or
service
Output
The product or
service exported
to the
environment
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Types of Systems
Closed
System
Open
System
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Customers
Competitors
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It is an open system
comprising parts
such as
organizational
Input
resources (capital,
Government
raw materials,
Process
workers), the
production process,
Suppliers
Output
information systems,
finished goods, that
Environment
are needed to
achieve the
Mala Sarat Chandra
organizations goals.33
University of Washington
P. Lawrence
J.W. Lorsch
1967
Organization &
Environment: Managing
Differentiation and
Integration
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Daniel Katz
Robert Kahn
1966
The Psychology of Organizations
35
Definition of an
Organization
An Organization
is a social system
comprising
subsystems of
resource
variables,
interrelated by
various
management
policies, practices
and techniques
which interact
with variables in
the environment
to achieve a set
of goals or
objectives.
Environmental
PERFORMAN
CE CRITERIA
SITUATIONAL
SYSTEM
PERFORMANCE
Resource
ORGANIZATIONAL
Management
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36
Core Concepts
What managers do depends on or is
contingent on the situation at hand; it
emphasizes an if-then relationship.
If a particular situational variable exists, then
managers are likely to take a particular action.
Successful managers must consider the
realities of the specific organizational
circumstances they face when applying
management concepts, principles, tools and
techniques.
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38
Summary
Three distinct Schools of Management
Classical Process
Neo-ClassicalPeople
Modern
Integrative - People,
Process,
Environment
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40
Organizing
Creating a mechanism to put plans into action.
Assign tasks to individuals and teams to accomplish the tasks
required to accomplish organizational goals.
Influencing
Leading, motivating and directing an organizations members toward
accomplishing organizational goals.
Increase productivity of members in the accomplishment of
organizational goals and to be responsive to changing needs of the
organization.
Control
Establishing and tracking organizational performance standards.
Gather and analyze appropriate
performance
IMT580 - Winter
2013 - Mala Saratmetrics and compare
41
Chandra
against established standards. Make
organizational changes needed
Common Mistakes of
Management
Planning
Not establishing goals and objectives for all important organizational areas.
Making plans that are too risky.
Not exploring enough viable alternatives for reaching goals and objectives.
Organizing
Not establishing the appropriate organization structure span of control, interdepartmental coordination, geographic balance.
Influencing
Not establishing lines of communications, communicating infrequently, managing
rather than leading.
Controlling
Not tracking progress against goals, not establishing performance standards,
tracking performance metrics, analyzing trends or using insights to drive
improvements.
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Organizational
Resources
People
Money
Raw Materials
Capital Resources
Inputs
Production
Process
Outputs Finished
Products
Goods
Services
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44
Management Skills
Changerelated
activities
People-related
activities
Task-related
activities
45
The Management
Framework
Planning
Vision and
Mission
Strategy
Goals and
Objectives
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Organizing
Leading
Controlling
Organization
Design
Culture
Social
Networks
Leadership
Decision
Making
Communicati
ons
Groups and
Teams
Motivation
Systems and
Processes
Human
Resources
46
http://www.youtube.com/watch?v=K3-_IY66tpI
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