Introduction to Management 11e John Schermerhorn

Chapter 2Chapter 2

History of Management History of Management ThoughtThought

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Planning Ahead — Chapter 2 Study Questions

1. What can be learned from classical management thinking?

2. What insights come from behavioral management approaches?

3. What are the foundations of modern management thinking?

Figure 2.1 Major branches in the classical approach to management

Study Question 1: What can be learned from classical management thinking?

Scientific management (Frederick Taylor) Develop rules of motion, standardized work

implements, and proper working conditions for every job

Carefully select workers with the right abilities for the job

Carefully train workers and provide proper incentives

Support workers by carefully planning their work and removing obstacles

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Study Question 1: What can be learned from classical management thinking?

Scientific management (the Gilbreths) Motion study

Science of reducing a job or task to its basic physical motions

Eliminating wasted motions improves performance

Study Question 1: What can be learned from classical management thinking?

Practical lessons from scientific management Make results-based compensation a performance

incentive Carefully design jobs with efficient work methods Carefully select workers with the abilities to do these

jobs Train workers to perform jobs to the best of their

abilities Train supervisors to support workers so they can

perform jobs to the best of their abilities

Study Question 1: What can be learned from classical management thinking?

Administrative principles (Henri Fayol) — rules of management:

Study Question 1: What can be learned from classical management thinking?

Administrative principles (Henri Fayol) Scalar chain

there should be a clear and unbroken line of communication from the top to the bottom of the organization

Unity of command each person should receive orders from only one boss

Unity of direction one person should be in charge of all activities with

the same performance objective

Study Question 1: What can be learned from classical management thinking?

Bureaucratic organization (Max Weber) Bureaucracy

An ideal, intentionally rational, and very efficient form of organization

Based on principles of logic, order, and legitimate authority

Study Question 1: What can be learned from classical management thinking?

Characteristics of bureaucratic organizations: Clear division of labor Clear hierarchy of authority Formal rules and procedures Impersonality Careers based on merit

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Study Question 1: What can be learned from classical management thinking?

Possible disadvantages of bureaucracy: Excessive paperwork or “red tape” Slowness in handling problems Rigidity in the face of shifting needs Resistance to change Employee apathy

Chapter 2 11

Figure 2.2 Foundations in the behavioral or human resource approaches to management

Study Question 2: What insights come from the behavioral management approaches?

Behavioral Management - human resource approaches include: Hawthorne studies Maslow’s theory of human needs Mary Parker Follett’s Organizations as

communities McGregor’s Theory X and Theory Y Argyris’s theory of adult personality

Study Question 2: What insights come from the behavioral management approaches?

Organizations as communities – Mary Parker Follett Groups and human cooperation:

Groups allow individuals to combine their talents for a greater good

Organizations are cooperating “communities” of managers and workers

Manager’s job is to help people cooperate and achieve an integration of interests

Study Question 1: What can be learned from classical management thinking?

Organizations as communities Forward-looking management insights:

Study Question 2: What insights come from the behavioral management approaches?

Hawthorne studies Initial study examined how economic

incentives and physical conditions affected worker output

No consistent relationship found “Psychological factors” influenced results

Study Question 2: What insights come from the behavioral management approaches?

Hawthorne studies (cont.) Relay assembly test-room studies

Manipulated physical work conditions to assess impact on output

Designed to minimize the “psychological factors” of previous experiment

Factors that accounted for increased productivity: Group atmosphere Participative supervision

Study Question 2: What insights come from the behavioral management approaches?

Hawthorne studies (cont.) Employee attitudes, interpersonal relations

and group processes Some things satisfied some workers but not

others People restricted output to adhere to group norms

Study Question 2: What insights come from the behavioral management approaches?

Lessons from the Hawthorne Studies: Social and human concerns are keys to

productivity Hawthorne effect — people who are singled

out for special attention perform as expected

Study Question 2: What insights come from the behavioral management approaches?

Maslow’s theory of human needs A need is a physiological or psychological

deficiency a person feels compelled to satisfy Need levels:

Physiological Safety Social Esteem Self-actualization

Figure 2.3 Maslow’s hierarchy of human needs

Study Question 2: What insights come from the behavioral management approaches?

Maslow’s theory of human needs Deficit principle

A satisfied need is not a motivator of behavior

Progression principle A need becomes a motivator once the preceding

lower-level need is satisfied

Both principles cease to operate at self-actualization level

Study Question 2: What insights come from the behavioral management approaches?

McGregor’s Theory X assumes that workers: Dislike work Lack ambition Are irresponsible Resist change Prefer to be led

Study Question 2: What insights come from the behavioral management approaches?

McGregor’s Theory Y assumes that workers are: Willing to work Capable of self control Willing to accept

responsibility Imaginative and creative Capable of self-direction

Study Question 2: What insights come from the behavioral management approaches?

Implications of Theory X and Theory Y: Managers create self-fulfilling prophecies Theory X managers create situations where

workers become dependent and reluctant Theory Y managers create situations where

workers respond with initiative and high performance Central to notions of empowerment and self-

management

Argyris’s theory of adult personality Classical management principles and

practices inhibit worker maturation and are inconsistent with the mature adult personality

Study Question 2: What insights come from the behavioral management approaches?

Study Question 2: What insights come from the behavioral management approaches?

Argyris’s theory of adult personality Management practices should accommodate

the mature personality by: Increasing task responsibility Increasing task variety Using participative

decision making

Study Question 3: What are the foundations of modern management thinking?

Foundations for continuing developments in management

Study Question 3: What are the foundations of modern management thinking?

Management science or operations research

Study Question 3: What are the foundations of modern management thinking?

Management science or operations research

Queuing theory allocates service personnel/workstations to minimize service cost and customer waiting time

Network models break large tasks into smaller components for for better coordination

Simulations create problem models to test different solutions

Study Question 3: What are the foundations of modern management thinking?

Operations management is the study of how organizations produce goods and services

Study Question 3: What are the foundations of modern management thinking?

Organizations as Systems System

Collection of interrelated parts that function together to achieve a common purpose

Subsystem A smaller component of a larger system

Open systems Organizations that interact with their

environments in the continual process of transforming resource inputs into outputs

Figure 2.4 Organizations as complex networks of interacting subsystems

Contingency thinking Tries to match managerial responses with

problems and opportunities unique to different situations

No “one best way” to manage Appropriate way to manage

depends on the situation

Study Question 3: What are the foundations of modern management thinking?

Study Question 3: What are the foundations of modern management thinking?

Quality and performance excellence Managers and workers in progressive

organizations are quality conscious Quality and competitive advantage are linked

Total quality management (TQM) Comprehensive approach to continuous quality

improvement for a total organization Creates context for the value chain

Study Question 3: What are the foundations of modern management thinking?

Quality and performance excellence ISO certification

Global quality benchmark Refine and upgrade quality to meet ISO

standards

Continuous improvement Continual search for new ways to improve quality Something always can and should be improved

Study Question 3: What are the foundations of modern management thinking?

Knowledge Management and Organizational Learning Knowledge management is the process of

using intellectual capital for competitive advantage

Portfolio of intellectual assets include patents, intellectual property rights, trade secrets, and accumulated knowledge of the entire workforce

Study Question 3: What are the foundations of modern management thinking?

Learning organizations Organizations that are able to continually

learn and adapt to new circumstances Core ingredients include:

Study Question 3: What are the foundations of modern management thinking?

Evidence-Based Management Making management decisions on “hard

facts” about what really works

Study Question 3: What are the foundations of modern management thinking?

Evidence-Based Positive Human Resource Management Practices Employment security Selective hiring Self-managing teams High pay based on merit Training and development Reduced status distinctions Shared information

Chapter 2 Case

Zara International: Fashion at the speed of light