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![Page 1: Taylorian Management develop a science for every job –standardize –proper working conditions –rules of motion (eliminate unnecessary movement) match.](https://reader035.fdocuments.in/reader035/viewer/2022062314/56649ec45503460f94bce2a4/html5/thumbnails/1.jpg)
What is it?
What are its measures
Bad Mgmt
What Mgmt Does
How it Does It
Interdisciplinary
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Classical Management
Taylor's Scientific Approach
AdministrativePrinciples
(Fayol)
Weber's Bureaucracy
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Taylorian Management
• develop a science for every job– standardize– proper working conditions– rules of motion (eliminate unnecessary movement)
• match ability to job requirements
• train workers
• provide incentives to encourage cooperation with "the science of work"
• support workers by planning their work
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Fayol’s Universal Principles• Division of work
• Authority parallels Responsibility
• Discipline (obedience)
• One boss per employee
• Coordinated Efforts via unifying direction
• Subordination of individual's interest
• Pay = Contribution
• Centralization of Command
• Scalar Chain of Command
• Order through things and people in proper place
• Kindness and Justice = Equity ==> Loyalty
• Stability & Tenure provides time to learn the job
• Management initiative to carry out plans
• Espirit de Corps = harmony leads to success
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Fayol’s Four (Admin) Functions of Management
• Planning• Organizing• Directing/Leading• Controlling
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Weber’s Bureaucratic Organization
• Division of Labor• Hierarchy of Authority• Formal rules and procedures• Impersonality• Merit-based selection &
promotion• Managers are career employees
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Exercise: Under the Classical Approach…
• Why management? What is the purpose of management?
• What would managers do? What functions do they perform and how would they execute them?
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Causes of Behavioral Approach
• Unionization
• Hawthorne Studies
• Industrial Humanism
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Mary Parker Follett
• Cooperation is Central• Create Feelings of Collective
Responsibility• Business Problems are Inter-
related• Business should consider the
Public Good
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McGregor’sTheory X vs Theory Y
• dislike work• lack ambition• irresponsible• resistant to
change• prefer to be led,
than to lead
• willing to work• capable of self-
control• willing to accept
responsibility• imaginative and
creative• capable of self-
direction
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Exercise: Under the Behavioral Approach…
• Why management? What is the purpose of management?
• What would managers do? What functions do they perform and how would they execute them?
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Systems Approach
• Fayol’s Universal Theory & Taylor’s Approach are at base Reductionistic
– The enterprise is not a collection of functions
• It’s a System: A dynamic whole
– a collection of components standing in mutual relation. Interdependent actions or activities functioning as one toward a common objective/purpose
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Chester I. Barnard & Systems
• All Organizations are Cooperative Systems
• Managing Organizations Require– Willingness to Serve– Sharing a Common Purpose– Communication– Paying Attention to Worker Motivation
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Exercise: Under the Systems Approach…
• Why management? What is the purpose of management?
• What would managers do? What functions would they perform and how would they execute them?
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With Systems Thinking
• Management can’t Focus on Just One Thing
• Management can’t Ignore Internal-External Connections
• Management must Seek to Develop and Understand Relationships
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Exercise: How do these principles of the Classical Approach fit today?
• Weber's Bureaucracy: The top directs and controls the lower
• Taylor's principle that workers will be more productive & efficient as tasks become more specialized—a greater division of work
• The Classical belief in “economic man”
• Fayol's assertion that efficiency results as work is centrally planned
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Ouchi’s Theory Z
• Intent to develop mutual loyalty• Basic Principles
– Lifetime employment– Job rotation & broad career
experience– Shared information– Collective decision making– Quality emphasis
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Quality Approaches• Ouchi’s Theory Z• Shewhart—Systems & SPC• Deming—System, SPC, Knowledge, Leadership• Ishikawa—Problem Solving & Prevention• Juran—Quality Planning• Feigenbaum—TQC: Company-wide quality• Crosby– Zero Defects, cost of poor quality
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Deming’s Role of Manager of People• Explains the aim of the system & how their work supports it
• Facilitates cooperation==>optimization
• Creates for everybody interest & challenge & joy in work
• Is an unceasing learner & encourages others
• Is coach & counsel, not judge
• Understands the interaction between people & the system
• Utilizes ‘personhood’, knowledge, authority in that order
• Studies results to improve the system
• Creates trust & an environment for innovation
• Does not expect perfection
• Listens & learns w/o passing judgment
• Seeks to understand those being managed
• Understands the benefits of cooperation & the losses from competition
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Management’s New Directions
• Organizational Learning– Organization is a “living & thinking system”– Focus on the “collective” aspects– Focus on the “mental” aspects
• Chaos Theory– Organization as a dynamically complex system—no
real predictability– Seek to understand and learn from the multitude of
behavior (outcome) patterns
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Group Discussion
• What is the relationship among Quality Management, Management of Living Systems and Management of Chaos?
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What is it?
What are its measures
Bad Mgmt
What Mgmt Does
How it Does It
Interdisciplinary
![Page 23: Taylorian Management develop a science for every job –standardize –proper working conditions –rules of motion (eliminate unnecessary movement) match.](https://reader035.fdocuments.in/reader035/viewer/2022062314/56649ec45503460f94bce2a4/html5/thumbnails/23.jpg)
Exercise: Best Attributes• Make a list of behavioral attributes that
describe the best manager• Share the list with your group &
develop a common list• Describe the typical manager
according to or relative to the various management theories we've discussed– Classical– Behavioral– Quality (I.e. Deming)
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Classical/Taylorian
Fayol's Admin Mgmt
Behavioral
Systems Approach
ContingencyEmerging Theories
Assumptions About People
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Classical/Taylorian
Fayol's Admin Mgmt
Behavioral
Systems Approach
ContingencyEmerging Theories
Assumptions About People