HISTORY OF MANAGAEMENT PRESENTATIONS.ppt
- 2. Management Perspectives Over Time 1930 Humanistic Perspective 1990 1890 Classical 1940 1950 2000 Systems Theory 2000 2010 The Technology-Driven Workplace 1990 2010 The Learning Organization 1970 Contingency Views 2000 1980 Total Quality Management 2000 1940 Management Science Perspective 1990 2010 1870
- 3. Schools of Management Thought Classical School – Scientific management. – Administrative Principles. Behavioral School – Human Relationships Approach Management Science School Recent Historical Development Systems Theory
- 4. 1. Scientific Management: Frederick Taylor (1856-1915) Frederick Taylor was an American mechanical engineer who wanted to improve industrial efficiency. He is considered as the father of scientific management. • Worked at Midvale Steel (beginning as a common worker, chief engineer, in 6 years) • Started with time study and motivation plans. • Taylor wanted to reduce the time a worker spent on each task by optimizing the way the task was done.
- 5. • Scientific Management as defined by Frederick Taylor: • The systematic study of the relationships between people and tasks to redesign the work for higher efficiency. 1. Scientific Management: Frederick Taylor (1856-1915)
- 6. The 4 Principles • Four Principles to increase efficiency: 1. Study the way the job is performed now & determine new ways to do it. 2. Organize the new method into rules. 3. Select workers whose skills match the rules set in Step 2. 4. Establish a fair level of performance and pay for higher performance.
- 7. Scientific Management: summarize • Contributions: – Pay for performance. – Careful examination of job tasks. – Importance of training and selection. • But……..* Problems – Assumed workers were robot without social needs or human needs. – Assumed all individuals were the same.
- 8. 2. Administrative Principles Theory: Henry Fayol (1841–1925) • Henri Fayol (1841- 1925) was a French mining engineer. • He was one of the most influential contributors to modern concepts of management. • Focus: – Organization rather than the individual. – described the management functions of planning, organizing, coordinating, and controlling.
- 9. Fayol’s Principles • Henri Fayol, developed a set of 14 principles: 1. Division of work: allows for job specialization. 2. Authority and Responsibility: 3. Unity of Command: Employees should have only one boss. 4. Line of Authority: a clear chain from top to bottom of the firm. 5. Centralization: the degree to which authority rests at the very top.
- 10. 6. Unity of Direction: One plan of action to guide the organization. 7. Equity: Treat all employees fairly in justice and respect. 8. Order: Each employee is put where they have the most value. 9. Initiative: Encourage innovation. 10. Discipline: respectful employees needed. Fayol’s Principles
- 11. 11. Compensation of Employees : The payment system contributes to success. 2. Stability of Employees : Long-term employment is important. 3. General interest over individual interest: The organization takes priority over the individual. 14. Common spirit: Share enthusiasm or loyalty to the organization. Fayol’s Principles
- 12. Fayol’s 14 Principles 1. Division of work 2. Authority and Responsibility 3. Unity of command 4. Line of authority 5. Centralization 6. Unity of Direction 7. Equity 8. Order 9. Initiative 10. Discipline 11. Compensation 12. Stability of Employees 13. General interest over individual interest 14. Common spirit
- 13. Behavioral Management School • Focuses on the way a manager should personally manage to motivate employees. • Behavioral management theory is often called the human relations movement because it addresses the human dimension of work. • The theorists who contributed to this school viewed employees as individuals, resources, and assets to be developed and worked with — not as machines, as in the past.
- 14. Theory X and Y • Douglas McGregor proposed the two different sets of worker molds. Theory X - Classical Theory : 1. Assumes the average worker is lazy, dislikes work and will do as little as possible. 2. Managers must closely supervise and control through reward and punishment. Theory Y- Human relationships Theory : 1. Assumes workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work. 2. Managers should allow the workers feel freedom, and exercise initiative and self-direction.
- 15. Theory X / Theory Y Theory Y Theory Y Employee is not lazy. Employee is not lazy. Must create work Must create work setting to build setting to build initiative. initiative. Provide authority to Provide authority to workers. workers. Theory Theory X X Employee is lazy. Employee is lazy. Managers must Managers must closely supervise. closely supervise. Create strict rules Create strict rules & defined rewards & defined rewards
- 16. Management Science Theory • Quantitative management : – uses mathematical techniques, like linear programming, modeling, simulation and chaos theory • Operations management : – provides managers a set of techniques they can use to analyze any aspect of an organization’s production system to increase efficiency
- 17. • Total quality management : – focuses on analyzing an organization’s input, conversion, and output activities to increase product quality • Management information systems : – help managers design systems that provide information that is vital for effective decision making Management Science Theory
- 18. The System Theory • What’s the system approach? • Two basic types of the system: closed and open Closed systems are not influenced by and do not interact with their environment. open system dynamically interacts with its environment. • An organization is an open system
- 19. An Organization Is an Open System • An organization is a system that interacts with and depends upon its environment. Organization’s stakeholders: any group that is affected by organizational decisions and policies. The manager’s job is to coordinate all stakeholders to achieve the organization’s goals. • Organizational survival often depends on successful interactions with the external environment.
- 21. The Open-Systems View – Inputs: the acquisition of external resources to produce goods and services. – Transformation: transforms the inputs into outputs of finished goods and services. – Output: the release of finished goods and services to its external environment.
- 22. Maslow’s Hierarchy-of-Needs Theory • Abraham Maslow )1908-1970). • Father of Humanistic Psychology. • Maslow's hierarchy of needs theory is a motivational theory in psychology containing a five level model of human needs, often shown as hierarchical levels within a pyramid.
- 24. HERZBERG’S TWO FACTOR THEORY
- 25. ABOUT TWO FACTORS THEORY • Two Factor theory stated that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. • 1) Being satisfied with one’s job is equivalent to being motivated; “a satisfied worker is a motivated worker” • 2) Job satisfaction and dissatisfaction are separate concept with unique determinants based on works with accountant and engineers.
- 27. DETERMINANTS OF JOB SATISFACTION ARE MOTIVATOR FACTORS • Work itself, responsibility • Recognition • Achievement • Advancement • Personal Growth • Promotion
- 28. DETERMINANTS OF JOB DISSATISFACTION ARE HYGIENE FACTORS • Pay Benefits • Working conditions • Job Security • Quality of Supervision • Company Policy • Relationship with co workers Relationship with boss Relationship with peers
Editor's Notes
- #4: Fredrick Winslow Taylor (1856-1915)