Principles of management of mgt week 1.pdf · History of Management Thought Classical approaches...
Transcript of Principles of management of mgt week 1.pdf · History of Management Thought Classical approaches...
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Principles of management
Week 1 Management: • Conceptualizations • Jobs • Functions • Roles • Skills History of management thought • Overview • Pre-classical contributions • Scientific approach • Bureaucratic approach • Human relations approach • Contingency approach
Management, 2017, Prof. Dr. P. Zamaros 1
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Management Conceptualizations
Management is about
• Getting work done through others
• Getting work done with minimal effort, expense or waste –
efficiency
• Accomplishing tasks to fulfil organizational objectives -
effectiveness
• Contributing the organizations’ success
Explore
Online 1; Online 2
Management, 2017, Prof. Dr. P. Zamaros 2
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Management Jobs
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Management Jobs
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Management jobs
Explore
Online 1; Online 2
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Management Functions – Taylor (the rational approach)
• Determining organizational goals and a means for achieving them
Planning
• Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom
Organizing
• Inspiring and motivating workers to work hard to achieve organizational goals
Leading
• Monitoring progress toward goal achievement and taking corrective action when needed
Controlling
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Management Roles - Minzberg (the non-rational approach)
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• Managers perform ceremonial duties
Figurehead role
• Managers motivate and encourage workers to accomplish organizational objectives
Leader role
• Managers deal with people outside their units
Liaison role
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Management Roles - Minzberg
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• Managers scan their environment for information
Monitor role
• Managers share collected information with their subordinates and others in the company
Disseminator role
• Managers share information with people outside their departments or companies
Spokesperson role
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Management Roles - Minzberg
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• Managers adapt themselves, their subordinates, and their units to change
Entrepreneur role
• Managers respond to pressures and problems that demand immediate attention and action
Disturbance handler role
• Managers decide who gets what resources and in what amounts
Resource allocator role
• Managers negotiate schedules, projects, resources, goals, outcomes, and employee raises
Negotiator role
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Management Skills
Technical skills: Specialized procedures, techniques, and knowledge required to get the job done; essential for team leaders and low-level managers Human skills: Ability to work well with others; essential at all levels of management
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Management Skills
Conceptual skills: Ability to: • See the organization as a whole • Understand how the different parts affect each other • Recognize how the company fits into or is affected by its
environment Motivation to manage: Degree of enthusiasm about managing the work of others Explore Online 1; Online 2
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Management Skills – what to avoid
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History of Management Thought Overview
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History of Management Thought Pre-classical contributions
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History of Management Thought Pre-classical contributions
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History of Management Thought Classical approaches Scientific approach
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Taylor, Frederick (1856-1915)
• Developed four principles of scientific management i.e.
thoroughly studying and testing different work methods to
identify the most efficient way to complete a job
• Introduced time study i.e. timing how long it takes workers to
complete each part of their jobs
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History of Management Thought Classical approaches Scientific approach
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Taylor, Frederick
Principles of scientific management
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History of Management Thought Classical approaches
Bureaucratic approach
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Max Weber (1864-1920)
• Devised seven elements that characterize bureaucracies
• Helped improve organizational functioning
• Fairness replaced favouritism
• Goal of efficiency replaced goal of personal gain
• Logical rules replaced arbitrary decision making
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History of Management Thought Classical approaches Scientific approach
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Henry Gantt (1861-1919)
Developed the Gantt chart which indicates what tasks must be
completed at which times in order to complete a project
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History of Management Thought Classical approaches
Bureaucratic approach
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Max Weber
Bureaucracy: Exercise of control on the basis of knowledge,
expertise, or experience; characteristic elements:
Qualification-based hiring
Merit-based promotion
Chain of command
Division of labor Impartial application
of rules and procedures
Recorded in writing
Managers separate from owners
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History of Management Thought Classical approaches Scientific approach
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Frank Gilbreth (1868-1924)
Employed motion study to simplify work and improve
productivity i.e. breaking each task or job into its separate
motions and then eliminating those that are unnecessary or
repetitive
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History of Management Thought Classical approaches Scientific approach
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Frank Gilbreth
Motion study
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History of Management Thought Classical approaches
Administrative approach
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Henry Fayol (1841-1925)
Principles of management
• Division of work
• Authority and responsibility
• Discipline
• Unity of command
• Unity of direction
• Subordination of individual interests to the general interests
• Remuneration
• Centralization
• Scalar chain
• Order
• Equity
• Stability of tenure of personnel
• Initiative
• Esprit de corps
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History of Management Thought Behavioral (human relations) approaches
Group influences
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Mary Parker Follett (1868-1933)
Integrative conflict resolution: Approach to dealing with conflict
in which both parties indicate their preferences . It involves
working together to find an alternative that meets the needs of
both parties
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History of Management Thought Behavioral (human relations) approaches
Group influences
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Elton Mayo (1880-1949)
Hawthorne Studies helped understand the effect of group
interactions, employee satisfaction, and group dynamics on
individual and group performance
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History of Management Thought Behavioral (human relations) approaches
Group influences
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Chester Barnard (1886-1961)
• Proposed a comprehensive theory of cooperation in formal
organizations
• Stated that willingness to cooperate depends on perception
and acceptance of executive authority
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History of Management Thought Quantitative approaches Operations management
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Eli Whitney (1765-1825), private gun contractor
• Introduced the concept of manufacturing using
standardized, interchangeable parts
Gaspard Monge (1746-1818)
• Explained techniques for drawing three-dimensional
objects that aided in making standardized, interchangeable
parts
Ranson Eli Ods (1864-1950)
• Invented hand-to-mouth inventories that are similar to just-
in-time inventory systems
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History of Management Thought Modern integrative approaches
Systems approach
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• System: Set of interrelated elements or parts that function as
a whole
• Subsystems: Smaller systems that operate within the context
of a larger system
• Types of systems
• Closed systems: Sustain themselves without interacting
with their environments
• Open systems: Sustain themselves only by interacting with
their environments
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History of Management Thought Modern integrative approaches
Systems approach
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History of Management Thought Modern integrative approaches
Contingency approach
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• Holds that there are no universal management theories:
effective management theory depends on the kinds of
problems that managers are facing at a particular time and
place
• Practical implications
• Management is harder than it looks
• Managers must lookout for key contingencies that
differentiate today’s situation from yesterday’s
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History of Management Thought
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Explore
Online 1
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Reading 1
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