Beruflich Dokumente
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Traditional and
Contemporary
Issues and
Challenges
Learning Objectives
After studying this chapter, you should be able to:
1.
2.
3.
4.
Case
You are a management
consultant and is
required to recommend
ways to increase the low
productivity of Bapcos
workers at oil processing
department.
Find ways to
understand
individuals
behavior,
groups and
teams, to
motivate them
and effectively
lead them
Find ways to
improve the
operation,
decision making
and resource
allocation
Classical
Find ways to
understand
individuals
behavior,
groups and
teams, to
motivate them
and effectively
lead them
Find ways to
improve the
operation,
decision making
and resource
allocation
Behavioral
Quantitative
Management Perspective
Classical
Management
Perspectives
Behavioral
Management
Perspectives
Quantitative
Management
Perspectives
Management Perspectives
Classical
Management
Perspectives
Methods for
enhancing
efficiency and
facilitating planning,
organizing, and
controlling
Behavioral
Management
Perspectives
Insights for motivating performance
and understanding
individual behavior,
groups and teams,
and leadership
Quantitative
Management
Perspectives
Techniques for
improving decision
making, resource
allocation, and
operations
An Integrative
Framework of
Management
Perspectives
Universal
Management
Perspectives
Systems Approach
Recognition of internal
interdependencies
Recognition of
environmental influences
Classical
Management
Perspectives
Methods for
enhancing
efficiency and
facilitating planning,
organizing, and
controlling
Contingency Perspective
Recognition of the situational
nature of management
Response to particular
characteristics of situation
Behavioral
Management
Perspectives
Insights for motivating performance
and understanding
individual behavior,
groups and teams,
and leadership
Quantitative
Management
Perspectives
Techniques for
improving decision
making, resource
allocation, and
operations
Classical
Scientific Management
Administrative Management
Behavioral
Hawthorn Study
The Human Relations Movement
Organizational Behavior
Quantitative
Management Science
Operation Management
INTEGRATING PERSPECTIVES FOR MANAGERS
System Approach
Contingency Theory
Classical Management
Branches
Scientific Management
Increasing the efficiency
of the individual worker
Administrative
Management
Focuses on managing the
total organization
Scientific Management
Perspective
Fredrick Taylor
Henry Gantt
Harrington Emerson
Fredrick Taylor
Soldiering Employees deliberately working at a
slow pace
Bricklaying
Standardization of Materials
Procedures to perform the job
Result- Increase output by 200%
Lillian
Both
Henry Gantt
Developed other
techniques,
including the Gantt
chart, to improve
working efficiency
through
planning/scheduling
Completed
Planned
1. Design
2. Purchase Parts
3. Fabricate Bodies
4. Fabricate Frames
5. Build Drive Trains
6. Assemble Carts
7. Test Carts
Week 2
4
Week 3
Week 4
5 8 9 10 11 12 15 16 17 18 19 22 23 24 25 26
Harrington Emerson
Consultant -1910
Interstate Commerce
Commission
By using Scientific management
railroads could save $1 million a
day
Advocated job specialization in
both managerial and operating
jobs.
Fredrick Taylor
Henry Gantt
Harrington Emerson
Fredrick Taylor
Henry Gantt
Frank and
Lillian Gilbreth
Harrington
Emerson
Classical Management
Branches
Scientific Management
Increasing the efficiency of
the individual worker
Administrative
Management
Focuses on managing the
total organization
Administrative Management
Focuses on managing the total
organization
Henry Fayol,
Max Weber
Chester Barnard
Lyndall Urwick
Henry Fayol
Chester Bernard
Max Weber
Lyndal Urwick
Henri Fayol
French industrialist
Systematize the
practice of
management
Identified managerial
functions
Max Weber
German Sociologist
Bureaucratic
Structure
guidelines for
structuring the
organization in the
most efficient way
Chester Barnard
The Functions of the
Executive- book
Subordinates Acceptance of
Authority
= f (understands it;
able to comply with it;
views it as appropriate)
Lyndall Urwick
Henry
Fayol
Max
Weber
Chester
Bernard
Lyndal
Urwick
Contributions
Limitations
Foundations
- Is it appropriate now
Identified
processes, skills,
functions
- Is it universal
- Is it right to treat
employees as tools
Hawthorn Studies
Years 1927-1932
Founder
Elton Mayo & Colleagues
Place Western Electric
Lighting Experiment
Piecework Incentive Pay
Interview program
Maslows Hierarchy of
Need
McGregor Theory X &
Y
Self-actualization needs
Esteem needs
Social needs
Safety needs
Physiological needs
Employees
dislike work.
are irresponsible.
lack ambition.
resist change.
Employees are
willing to work.
self directed.
accept responsibility.
creative.
self-controlled
Organizational Behavior
Psychology, sociology,
anthropology,
economics, and
medicine.
Individual + Group +
organizational processes
Stress, motivation, group
dynamics, interpersonal
conflict, job satisfaction,
organizational politics
Contributions
+ Challenged
thinking
+ Insights into
- motivation
- group dynamics
- interpersonal
processes in
Limitations
- Prediction of
human behavior
- Adaptation
- Communication
Management Science
Operations Management
Applies quantitative techniques
(mgt science) to management to
help the organization produces
goods and services more
efficiently and to run the operation
Inventory Mgt
Linear Programming
BEQ = FC / (TC-VC)
Development mathematical equation
Application of Mathematical Equation using BEQ to determine
the minimum quantity that must be produced to cover all the
costs
Contributions
Techniques to assist
in decision making
Awareness of
complex
organizational
processes
Planning and
controlling
Limitations
- Not fully able to
predict human
behavior
- Costs vs. other
skills
- Assumptions
An Integrative Framework of
Management Perspectives
Systems Approach
Recognition
of internal
interdependencies
Recognition of
environmental influences
Classical
Management
Perspectives
Methods for
enhancing
efficiency and
facilitating planning,
organizing, and
controlling
Contingency Perspective
Recognition
of the situational
nature of management
Response to particular
characteristics of situation
Behavioral
Management
Perspectives
Insights for motivating performance
and understanding
individual behavior,
groups and teams,
and leadership
Quantitative
Management
Perspectives
Techniques for
improving decision
making, resource
allocation, and
operations
Inputs from
the
environment:
material inputs,
human inputs,
financial inputs, and
information inputs.
Transform
ation
Process:
technology,
operating
systems,
administrative
systems, and
control systems
Feedback
Outputs
into
the environment:
products/services,
profits/losses,
employee behaviors,
and information
outputs
Open System
An
organizational
system that
interacts with
its
environment
Closed System
An organizational
system that
doesnt interacts
with its
environment
Subsystem
A system
within
another
broader
system
Synergy
Synergy two or
more
subsystems
working together
may often be
more successful
then working
alone
Entropy
A normal
process
leading to
system
decline
best way.
Contingency perspective:
depending on
elements in that situation.
Labor shortage
Management of diversified workforce
Values, goals and beliefs of the new generation
workforce
Management of change
Organizational Structure
Information Technology
Service Economy
Labor Shortage
Advancement in technology
Demand for technology-related employees (salaries)
Effect on Lower-skills jobs
Management of Change
Rapid and constant environment change
Change is an opportunity
New Technology
Organization Structure
Webers bureaucratic structure
Now, Flat structure
Globalization
Role of government in business
Behavioral processes vary widely
Values and beliefs of Bahraini vs. Japanese employee
Quality
Used as a base for competition
Quality and productivity
Service Economy
Traditionally, manufacturer
Now, half of GDP of USA from service industries