Chapter The Evolution of Management Thinking © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Management and Organization Studying management history helps your conceptual skills  Social forces – aspects of a culture that guide and influence relationships among people  Political forces – influence of political and legal institutions on people and organizations  Economic forces – the availability, production, and distribution of resources © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 2.1 Management Perspectives over Time © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Classical Perspective  Emerged during the nineteenth and early twentieth centuries Rise of the factory system Issues regarding structure, training, and employee satisfaction  Large, complex organizations required new approaches to coordination and control © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Classical Perspective  Three subfields: Scientific management Bureaucratic organizations Administrative principles © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Scientific Management  Improve efficiency and labor productivity through scientific methods  Frederick Winslow Taylor proposed that workers “could be retooled like machines”  Management decisions would be based on precise procedures based on study © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Scientific Management  Henry Gantt developed the Gantt chart to measure and plan work  The Gilbreths pioneered time and motion studies to promote efficiency © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 2.2 Characteristics of Scientific Management © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Bureaucratic Organizations  Max Weber, a German theorist, introduced the concepts  Manage organizations on impersonal, rational basis  Organization depends on rules and records © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Bureaucratic Organizations  Managers use power instead of personality to delegate Although important productivity gains come from this foundation, bureaucracy has taken on a negative tone © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 10 Humanistic Perspective: Early Advocates  Empowerment: facilitating instead of controlling  Recognition of the informal organization  Introduced acceptance theory of authority © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 15 Humanistic Perspective: Human Relations Movement  Effective control comes from within the employee  Hawthorne studies were key contributor  Human relations played key variable in increasing performance  Employees performed better when managers treated them positively  Strongly shaped management practice and research © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16 Humanistic Perspective: Human Resources Perspective  From worker participation and considerate leadership to managing work performance  Combine motivation with job design  Maslow and McGregor extended and challenged current theories Maslow’s Hierarchy Theory X and Theory Y © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 17 2.4 Theory X and Theory Y © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 18 Humanistic Perspective: Behavioral Sciences Approach  Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting  Organizational development – field that uses behavioral sciences to improve organization © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 19 Humanistic Perspective: Behavioral Sciences Approach  Other strategies based on behavioral science: Matrix organizations Self-managed teams Corporate culture Management by wandering around © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 20 Quantitative Perspective  Also referred to as management science  Use of mathematics and statistics to aid management decision making Enhanced by development and perfection of the computer  Operations management focuses on the physical production of goods and services © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 21 Quantitative Perspective  Information technology – focuses on technology and software to aid managers  Quants – financial managers who base their decisions on complex quantitative analysis © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 22 Recent Trends: Systems Thinking  The ability to see the distinct elements of a situation as well as the complexities  System – set of interrelated parts that function as a whole to achieve a common purpose  Subsystems – are parts of the system that are all interconnected  Synergy – the whole is greater than the sum of its parts Managers must understand subsystem interdependence and synergy © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 23 Exhibit 2.5 Circles of Causality © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 24 Recent Trends: Contingency View  Every situation is unique  Managers must determine what method will work  Managers must identify key contingencies for the current situation  Organizational structure should depend upon industry and other variables © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 25 2.6 Contingency View of Management © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 26 Managing the TechnologyDriven Workplace Big data analysis  Technologies, skills, and processes for searching and examining massive, complex sets of data  Uncovers hidden patterns and correlations Supply Chain Management  Managing the sequence of suppliers and purchasers © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 27 2.7 Supply Chain for Retailers © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 28 Managing the People-Driven Workplace   The Bossless Workplace  work from home  accountability to the customers and team Employee Engagement  emotional involvement in the job  satisfaction with work conditions  enthusiastic contribution to the team © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 29 [...]... culture Management by wandering around © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 20 Quantitative Perspective  Also referred to as management science  Use of mathematics and statistics to aid management decision making Enhanced by development and perfection of the computer  Operations management. .. major contributor  14 general principles of management; many still used today: Unity of command Division of work Unity of direction Scalar chain © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12 Administrative Principles  Identified five functions of management: Planning Organizing Commanding... Contingency View of Management © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 26 Managing the TechnologyDriven Workplace Big data analysis  Technologies, skills, and processes for searching and examining massive, complex sets of data  Uncovers hidden patterns and correlations Supply Chain Management ... website, in whole or in part 13 Humanistic Perspective: Early Advocates  Understand human behaviors, needs, and attitudes in the workplace  Mary Parker Follett and Chester Barnard  Contrast to scientific management - Importance of people rather than engineering techniques © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in... the employee  Hawthorne studies were key contributor  Human relations played key variable in increasing performance  Employees performed better when managers treated them positively  Strongly shaped management practice and research © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16 Humanistic Perspective: ... Also referred to as management science  Use of mathematics and statistics to aid management decision making Enhanced by development and perfection of the computer  Operations management focuses... part Scientific Management  Improve efficiency and labor productivity through scientific methods  Frederick Winslow Taylor proposed that workers “could be retooled like machines”  Management decisions.. .Management and Organization Studying management history helps your conceptual skills  Social forces – aspects of