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Full file at https://fratstock.euChapter 02 - Management Theory: Essential Background for the Successful Manager
2-1
2 Chapter
Management Theory:
Essential Background for the Successful Manager
Major Questions the Student Should Be Able to Answer 40
Overview of the Chapter 41
Lecture Outline 41
Key Terms Presented in the Chapter 62
Lecture Enhancers 63
Critical Thinking Exercise 65
Homework Assignment 66
Management in Action Case Study 66
End of Chapter Self-Assessment 67
Ethical Dilemma 68
Group Exercise 69
Video Case 70
Online Self-Assessment Exercise(s) 72
Test Your Knowledge Exercises(s) 72
Manager’s Hot Seat 72
Expanded PowerPoint Slide Show 72
CHAPTER CONTENTS
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2.1 Evolving Viewpoints: How We Got to Today’s Management Out-look.
MAJOR QUESTION: What’s the payoff in studying different management perspectives, both
yesterday’s and today’s?
2.2 Classical Viewpoint: Scientific and Administrative Management.
MAJOR QUESTION: If the name of the game is to manage work more efficiently, what can the
classical viewpoints teach you?
2.3 Behavioral Viewpoint: Behaviorism, Human Relations, and Behav-ioral Science.
MAJOR QUESTION: To understand how people are motivated to achieve, what can you learn
from the behavioral viewpoint?
2.4 Quantitative Viewpoint: Management Science and Operations Re-search.
MAJOR QUESTION: If the manager’s job is to solve problems, how might the two quantitative
approaches help?
2.5 Systems Viewpoint.
MAJOR QUESTION: How can the exceptional manager be helped by the systems viewpoint?
2.6 Contingency Viewpoint.
MAJOR QUESTION: In the end, is there one best way to manage in all situations?
2.7 Quality-Management Viewpoint.
MAJOR QUESTION: Can the quality-management viewpoints offer guidelines for true manageri-
al success?
2.8 The Learning Organization in an Era of Accelerated Change.
MAJOR QUESTION: Organizations must learn or perish. How do you build a learning organiza-
tion?
MAJOR QUESTIONS THE STUDENT SHOULD BE ABLE TO ANSWER
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This chapter gives a short overview of the three principal historical perspectives or viewpoints on man-
agementclassical, behavioral, and quantitative. It then describes the three principal contemporary
viewpointssystems, contingency, and quality-management. Finally, the chapter considers the concept of
learning organizations.
Chapter Two
Management TheoryEssential
Background for the Successful Manager
BASIC POWERPOINT SLIDE 1
(EXPANDED POWERPOINT SLIDE
1)
Chapter Title
How We Got to Today’s Management Outlook
Evidence based management
translating principles based on best evidence into organizational practice, bringing rationality to the decision making process
Pfeffer and Sutton
2-2
BASIC POWERPOINT SLIDE 2
(EXPANDED POWERPOINT SLIDE
4)
NOTE ABOUT EXPAND-
ED POWERPOINT
SLIDES: The Expanded
PowerPoint Slides include
most Basic PowerPoint
slides, along with additional
material that can be used to
expand the lecture. Images
of the Expanded PowerPoint
slides may be found at the
end of this chapter, on page
71.
THE MANAGER’S TOOLBOX (on page 37 of the text)
Evidence-Based Management: An Attitude of Wisdom
Evidence-based management involves approaching management in a deliberate, rational, and scientific
way. It is based on scientific management, which involves four steps: 1) Observe and gather facts; 2)
Post a possible solution or explanation based on those facts; 3) Make a predication of future events; 4)
Test the prediction under systematic conditions. Evidence-based management derives from evidence-
based medicine, and is a mind-set that is willing to set aside belief and conventional wisdom to act on the
facts. It also involves a continuous gathering of information and new evidence to update practices. Evi-
dence-based management is based on three truths: 1) There are few really new ideas; 2) Truth is better
than new; 3) Doing well usually dominates.
For Discussion: Do you think managers are often driven by fads, by what they’ve read in the latest
book or heard in the latest management seminar? Have you ever heard of a manager taking an exper-
imental approach, as in trying out a new idea with an open mind to see what happens? How could
you profit by taking an evidence-based approach to the ideas we will discuss in this chapter?
LECTURE OUTLINE
OVERVIEW OF THE CHAPTER
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EXPANDED POWERPOINT SLIDE 2
Major Question You Should be Able to
Answer.
EXPANDED POWERPOINT
SLIDE 3
Major Question You Should be Able
to Answer.
2.1 Evolving Viewpoints: How We Got to Today’s Management Outlook.
A. Managers will benefit from learning management theory, including histori-cal and contemporary theories.
B. Peter Drucker was the creator and in-ventor of modern management.
1. Published the Practice of Manage-ment in 1954, proposing management should be a profession.
2. Introduced several ideas that under-lie the practice of management
a. Workers should be treated as assets.
b. The corporation is a human community.
c. There is “no business without a customer.
d. Institutionalized management practices were preferable to charis-matic, cult leaders.
C. Evidence-Based Management
1. Means translating principles based on best evidence into organiza-tional practice, bringing rational-ity to the decision making pro-cess.
2. Two principal proponents, Jeffrey Pfeffer and Robert Sutton wrote
MAJOR QUESTION:
What’s the payoff in studying different
management perspectives, both yester-
day’s and today’s?
TEXT REFERENCE
EXAMPLE
Is Cisco’s Upsetting of the Traditional
Pyramid Hierarchy the Best Way to
Organize a Company?
The traditional pyramid hierarchy and
bureaucracy has a history of great suc-
cess in large corporations, but also has
had its problems. Could the traditional
hierarchy with boxes and lines actually
become a corporate straitjacket? Cisco
is attempting an expansion into 30 dif-
ferent markets simultaneously. Because
CEO John Chambers needs more man-
agers to oversee these markets, he has
established over 48 management com-
mittees or “councils”. Your Call: Will
the system of management councils
work? Do you think studying manage-
ment theory can help you answer this
question?
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“facing the hard facts about what works and what doesn’t, under-standing the dangerous half-truths that constitute so much conven-tional wisdom about management, and rejecting the total nonsense that too often passes for sound ad-vice will help organizations perform better.”
C. Two Overarching Perspectives About Management.
1. This chapter describes two over-arching perspectives about man-agement:
a. The historical perspective in-cludes three viewpoints—classical, behavioral, and quan-titative.
b. The contemporary perspec-tive also includes three view-points—systems, contingency, and quality-management.
D. Five Practical Reasons for Study-ing This Chapter
1. Theoretical perspectives can
a. help understanding the present.
b. guide your actions.
c. provide a source of new ideas to use in new situations.
d. provide clues to your manag-ers’ decisions.
e. provide clues to meaning of events outside the organization that could affect it or you.
EXPANDED POWERPOINT
SLIDE 5
Two Overarching Perspectives about
Management
Five Practical Reasons for Studying This Chapter
1. Understanding of the present
2. Guide to action
3. Source of new ideas
4. Clues to meaning of your managers’decisions
5. Clues to meaning of outside events
2-3
BASIC POWERPOINT
SLIDE 3 (EXPANDED POWER-
POINT SLIDE 6)
Five practical reasons for studying
this chapter
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2.2 Classical Viewpoint: Scientific and Administrative Management
A. An early classical pioneer, Frank Gil-breth, coined the term “therblig”, physi-cal motions you perform from time to time.
1. By identifying the therbligs in a job, Frank and Lillian Gilbreth were able to eliminate motions while reducing fatigue.
2. The classical viewpoint, which emphasized finding ways to man-age work more efficiently, had two branches—scientific and adminis-trative.
3. In general, classical management assumes that people are rational.
B. Scientific Management: Pioneered by Taylor and the Gilbreths.
1. Scientific management empha-sized the scientific study of work methods in order to improve the productivity of individual workers.
2. Frederick Taylor and the four prin-ciples of scientific management.
a. Taylor believed that managers could eliminate soldiering, de-liberately working at less than full capacity, by applying four principles of science.
(1) Evaluate a task by scientif-ically studying each part of the task.
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with the right abilities for the task.
(3) Give workers the training and incentives to do the task with the proper work methods.
(4) Use scientific principles to plan the work methods.
b. Taylor used motion studies, in which he broke down each worker’s job into basic physical units, then trained workers to use the best possible methods.
c. He suggested using a differen-tial rate system in which more efficient workers earned higher wages.
d. Taylor believed that, if used correctly, the principles of sci-entific management could en-hance productivity.
3. Frank and Lillian Gilbreth and in-dustrial engineering.
a. Frank and Lillian Gilbreth were a husband-and-wife team of in-dustrial engineers.
b. The Gilbreths expanded on Taylor’s motion studies, using movie cameras to film workers at work.
C. Administrative Management: Pio-neered by Fayol and Weber.
1. Administrative management is concerned with managing the total organization rather than individual workers.
2. Henry Fayol and the functions of
EXPANDED POWERPOINT
SLIDE 10
Principles of scientific management
LECTURE ENHANCER 2.1
Being Mindful instead of Mindless:
Johnsonville Sausage
Johnsonville Sausage encourages em-
ployees to be mindful through their
“Johnsonville Way”. (See the complete
lecture enhancer on page 63 of this
manual.)
Administrative Management: Pioneered by Fayol & Weber
Administrative management
concerned with managing the total organization
Henri Fayol
French engineer and industrialist
first to identify the major functions of management
2-5
BASIC POWERPOINT SLIDE 5
(EXPANDED POWERPOINT SLIDE
11
Administrative management: pio-
neered by Fayol & Weber
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management.
a. Fayol was the first to systemize the study of management be-havior.
b. His most important work, Gen-eral and Industrial Manage-ment, was translated into Eng-lish in 1930.
c. Fayol was the first to identify the major functions of man-agement—planning, organizing, leading, and controlling.
3. Max Weber and the rationality of bureaucracy.
a. German sociologist Max Weber described a bureaucracy as a rational, efficient, ideal organi-zation based on principles of logic.
b. Weber’s work occurred in late 19th century Germany when many people were in positions of authority because of their social status.
c. A better-performing organiza-tion should have five positive bureaucratic features:
(1) A well-defined hierarchy of authority.
(2) Formal rules and proce-dures.
(3) A clear division of labor.
(4) Impersonality.
(5) Careers based on merit.
D. The Problem with the Classical Viewpoint: Too Mechanistic.
EXPANDED POWERPOINT
SLIDE 12
Administrative management:
EXPANDED POWERPOINT
SLIDE 13
Five positive bureaucratic features
CRITICAL THINKING
EXERCISE
Two Companies, Two Approaches to
Management
See exercise on page 65 of this manual.
EXPANDED POWERPOINT
SLIDE 14
The problem with the classical view-
point
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1. The essence of the classical view-point was that work activity could be approached rationally.
2. The flaw with this viewpoint is that it is mechanistic: it tends to view humans as cogs within a machine.
3. Human needs are not given im-portance.
EXPANDED POWERPOINT
SLIDE 15
Why the classical viewpoint is im-
portant
EXPANDED POWERPOINT
SLIDE 16
Question
SUPPLEMENTAL REFERENCE
“TEST YOUR KNOWLEDGE”
EXERCISE
Management’s Historical Figures
(This exercise is included in the Asset
Collection.)
2.3 Behavioral Viewpoint: Behavior-ism, Human Relations, and Behav-ioral Science.
A. The behavioral viewpoint empha-sized the importance of understanding human behavior and of motivating em-ployees toward achievement.
B. The Early Behaviorists: Pioneered by Munsterberg, Follet, and Mayo.
1. Hugo Munsterberg and the first ap-plication of psychology to industry.
a. Called “the father of industrial psychology,” Munsterberg sug-
MAJOR QUESTION:
To understand how people are motivated
to achieve, what can you learn from the
behavioral viewpoint?
Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
Behavioral viewpoint
emphasized the importance of understanding human behavior and of motivating employees toward achievement
2-6
BASIC POWERPOINT
SLIDE 6 (EXPANDED POWER-
POINT SLIDE 17)
What Is the Behavioral Viewpoint?
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gested that psychologists could contribute to industry in three ways:
(1) Study jobs and determine which people are best suited to specific jobs.
(2) Identify the psychological conditions under which employees will do their best work.
(3) Devise management strat-egies that would influence employees to follow man-agement’s interests.
b. His ideas led to the field of in-dustrial psychology, the study of human behavior in work places.
2. Mary Parker Follet and power shar-ing among employees and manag-ers.
a. Follet was a Massachusetts so-cial worker and social philoso-pher.
b. Instead of following the usual hierarchical arrangement, Follet thought organizations should become more democratic.
(1) Organizations should be operated as “communi-ties.”
(2) Conflicts should be re-solved by having manag-ers and workers talk over differences and find solu-tions, a process she called integration.
EXPANDED POWERPOINT
SLIDE 18
Behavioral viewpoint
EXPANDED POWERPOINT
SLIDE 19
Hugo Munsterberg . . .
HOMEWORK ASSIGNMENT
Best Companies to Work For
See Internet exercise on page 66 of this
manual.
EXPANDED POWERPOINT
SLIDE 20
Mary Parker Follet…
SUPPLEMENT REFERENCE
“TEST YOUR KNOWLEDGE”
MANAGEMENT
EXERCISE
Management’s Historical Figures
(This exercise is included in the online
Asset Collection)
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(3) The work process should be under the control of workers with the relevant knowledge rather than of managers.
3. Elton Mayo and the supposed “Hawthorne effect.”
a. Conducted by Elton Mayo at Western Electric’s Hawthorne plant, the Hawthorne studies began with an investigation into whether workplace lighting level affected worker productivity.
b. Mayo found that worker per-formance varied but tended to increase over time.
c. Mayo hypothesized the Haw-thorne effect—employees worked harder if they received added attention.
d. Although the design of the stud-ies has been criticized, they drew attention to the im-portance of “social man.”
e. This led to the human relations movement in the 1950s and 1960s.
C. The Human Relations Movement: Pioneered by Maslow and McGreg-or.
1. The human relations movement proposed that better human rela-tions could increase worker produc-tivity.
2. Abraham Maslow and the hierarchy of needs.
TEXT REFERENCE
EXAMPLE:
Application of Behavioral
Science Approach: Which Is
Better—Competition or Cooperation?
A widely held assumption among Amer-
ican managers is that “competition
brings out the best in people.” But from
an interpersonal standpoint, critics con-
tend competition has been overempha-
sized, primarily at the expense of coop-
eration. Your Call: What kind of office
layout do you think would encourage
more cooperation---a system of private
offices or an open-office configuration
with desks scattered about in a small
area with no partitions? (Box in text on
page 47.)
Early Behaviorism: Pioneered by Munsterberg, Follett, & Mayo
Hawthorne effect
employees worked harder if they received added attention, thought that managers cared about their welfare and that supervisors paid special attention to them
Elton Mayo
2-7
BASIC POWERPOINT
SLIDE 7 (EXPANDED POWER-
POINT SLIDE 21)
Hawthorne effect
EXPANDED POWERPOINT
SLIDE 22
Human relations movement
EXPANDED POWERPOINT
SLIDE 23
Maslow’s hierarchy of needs
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a. Abraham Maslow believed that some human needs must be satisfied before others.
b. In 1943 Maslow proposed his hierarchy of human needs: physiological, safety, social, es-teem, and self-actualization.
3. Douglas McGregor and Theory X versus Theory Y.
a. Douglas McGregor realized that managers needed to be aware of their attitudes toward em-ployees.
b. Theory X represents a pessi-mistic, negative view of work-ers—workers are considered to be irresponsible, hate work, and would rather be led than lead.
c. Theory Y represents an opti-mistic, positive view of workers.
d. Understanding this theory can help managers avoid falling into the trap of the self-fulfilling prophecy.
D. The Behavioral Science Approach.
1. The human relations movement
Douglas McGregor –Theory X versus Theory Y
Theory X
represents a pessimistic, negative view of workers
workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led
Theory Y
represents an optimistic, positive view of workers
workers are considered capable of accepting responsibility, self-direction, self control and being creative
2-8
BASIC POWERPOINT
SLIDE 8 (EXPANDED POWER-
POINT SLIDE 24)
Douglas McGregor—Theory X
EXPANDED POWERPOINT
SLIDE 25
Why theory x/y is important
EXPANDED POWERPOINT
SLIDE 26
Example: Behavioral Science
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came to be considered too simplis-tic for practical use.
2. Behavioral science relies on sci-entific research for developing the-ories about human behavior that can be used to provide practical tools for managers.
2.4 Quantitative Viewpoints: Manage-ment Science and Operations Re-search.
A. Historical Perspective.
1. In World War II the Royal Air Force planners used mathematics and statistics to effectively allocate lim-ited resources.
2. Americans used the British model to form operations research (OR) teams to determine how to deploy military equipment most effectively.
3. After the war, businesses also be-gan using these techniques.
4. OR techniques have evolved into quantitative management, the application of management of quantitative techniques, such as statistics and computer simulations.
5. Two branches of quantitative man-agement are management science and operations management.
MAJOR QUESTION:
If the manager’s job is to solve prob-
lems, how might the two quantitative
approaches help?
Quantitative Viewpoints: Management Science & Operations Research
Quantitative management
application to management of quantitative techniques, such as statistics and computer simulations
Management science, operations management
2-9
BASIC POWERPOINT
SLIDE 9 (EXPANDED POWER-
POINT SLIDE 27)
What Is the Quantitative Viewpoint?
EXPANDED POWERPOINT
SLIDE 28
Question:
Quantitative Management
LECTURE ENHANCER 2.2
CAREERS IN OPERATIONS RE-
SEARCH. What does a career in opera-
tions research look like? (See the com-
plete lecture enhancer on page 64 of this
manual.)
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B. Management Science: Using Math-ematics to Solve Management Prob-lems.
1. Management science focuses on using mathematics to aid in prob-lem solving, decision making, and strategic planning.
2. Sometimes management science is called operations research.
C. Operations Management: Helping Or-ganizations Deliver Products or Services More Effectively.
1. The techniques of operations man-agement are used when a ware-house store decides when to reor-der supplies.
2. Operations management focuses on managing the production and delivery of an organization’s prod-ucts or services more effectively.
Management Science: Using Mathematics to Solve Management Problems
Management science
Stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning
2-10
BASIC POWERPOINT
SLIDE 10 (EXPANDED POWER-
POINT SLIDE 29)
Management Science
Operations Management: Helping Organizations Deliver Products or Services More Effectively
Operations management
focuses on managing the production and delivery of an organization’s products or services more effectively
work scheduling, production planning, facilities location and design
2-11
BASIC POWERPOINT
SLIDE 11 (EXPANDED POWER-
POINT SLIDE 30)
Operations management
TEXT REFERENCE
EXAMPLE:
Management Science: Do Calorie
Postings in Restaurants Change Eat-
ing Habits?
In July, 2008, New York City was the
first in the US to require restaurant
chains to post lists of calorie counts for
menu items, as a way of fighting obesity
and diabetes. Researchers tracked cus-
tomers and found that the mean calorie
count did not go down for customer or-
der after the posting. Do calories matter
for customers? Your Call: If, as a res-
taurant manager, one of your goals is to
discourage obesity, would the study be
useful? (Box in text on page 49.)
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TEXT REFERENCE
EXAMPLE:
Operations Management: Was Toyo-
ta’s “Lean Management” the Right
Approach?
Over the years Toyota Motors Company
has developed a variety of production
techniques that draw on operations re-
search. These lean management tech-
niques helped them develop a reputation
for superior quality. However, in 1995
the company launched an all out effort
to become the largest car maker. Begin-
ning in 2004 disturbing reports began to
surface which resulted in major recalls
continuing into 2010 and they complete-
ly stopped production of 8 vehicle lines.
Your Call: Which is lean management
about – efficiency or effectiveness? Can
this carmaker get back to it’s roots –
bragging rights to quality? (Box in text
on page 49.)
2.5 Systems Viewpoint.
A. In addition to the historical perspective on management, there are three con-temporary perspectives: systems, con-tingency, and quality management.
B. The Systems Viewpoint.
1. A system is a set of interrelated parts that operate together to achieve a common purpose.
2. The systems viewpoint regards the organization as a system of in-terrelated parts.
3. The organization is both:
a. a collection of subsystems—parts making up the whole sys-tem
b. a part of the larger environment
MAJOR QUESTION:
How can the exceptional manager be
helped by the systems viewpoint?
The Contemporary Perspective
Figure 2.2
2-12
BASIC POWERPOINT SLIDE 12
(EXPANDED POWERPOINT SLIDE
31)
Figure 2.2: The Contemporary Per-
spective
TEXT REFERENCE
FIGURE 2.2 The contemporary per-
spective: three viewpoints shows the
three viewpoints of the contemporary
perspective: the systems viewpoint, the
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C. The Four Parts of a System.
1. Inputs are the people, money, in-formation, and materials required to produce an organization’s goods or services.
2. Outputs are the products, ser-vices, profits, losses, employee sat-isfaction or discontent, and the like that are produced by the organiza-tion.
3. Transformation processes are the organization’s capabilities in management and technology that are applied to converting inputs into outputs.
4. Feedback is information about the reaction of the environment to the outputs that affects the inputs.
D. Open and Closed Systems.
1. Nearly all systems are open sys-tems rather than closed systems.
a. An open system continually interacts with its environment.
b. A closed system has little in-teraction with its environment; that is, it receives very little feedback from the outside.
2. Any organization that ignores feed-back from the environment risks failure.
contingency viewpoint, and the quality-
management viewpoint. (Box in text on
page 50.)
The Four Parts of a System
Figure 2.3 2-13
BASIC POWERPOINT
SLIDE 13 (EXPANDED POWER-
POINT SLIDE 32)
Four parts of a system
EXPANDED POWERPOINT
SLIDE 33
The Four Parts of a System (Figure
2.3)
TEXT REFERENCE
FIGURE 2.3 The four parts of a sys-
tem shows how inputs are transformed
into outputs followed by feedback. (Box
in text on page 51.)
EXPANDED POWERPOINT
SLIDE 34
Open & Closed Systems
TEXT REFERENCE
EXAMPLE:
Open & Closed Systems:
How Do You Keep Up With Fashion
Fads? No marketer can afford to ignore
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a demographic bulge the size of Genera-
tion Y, born 1979–1994, but Levi’s be-
gan to lose popularity in this group, in
part to private-label jeans. Your Call:
The recent recession has caused another
change in the denim fashion market –
away from designer and premium jeans.
“Workwear” has become the new hot
fad. What would you recommend any
jeans maker to do to broaden its feed-
back system and anticipate future chang-
ing business conditions? (Box in text on
page 52.)
2.6 Contingency Viewpoint.
A. The classical viewpoints assumed that their approaches were “the one best way” to manage organizations.
B. The contingency viewpoint empha-sizes that a manager’s approach should vary according to—that is, be contin-gent on—the individual and environ-mental situation.
C. Gary Hamel: Management ideas are not fixed, they are a process. He sug-gests that management should be inno-vative and this process begins by identi-fying core beliefs people have about the organization. Discovering these core beliefs can be achieved by asking the “right” questions:
1. Is this a belief worth challenging? Is it debilitating? Does it get in the way of an important organization-al attribute that we’d like to strengthen?
2. Is this belief universally valid? Are there counterexamples, and if so what do we learn from those cas-
MAJOR QUESTION:
In the end, is there one best way to man-
age in all situations?
Contingency Viewpoint
Contingency viewpoint
emphasizes that a manager’s approach should vary according to the individual and the environmental situation
most practical because it addresses problems on a case-by-case basis
2-14
BASIC POWERPOINT
SLIDE 14 (EXPANDED POWER-
POINT SLIDE 35)
What Is the Contingency Viewpoint?
TEXT REFERENCE
EXAMPLE:
Contingency Viewpoint: What incen-
tives work in Lean Times? Companies
are offering inexpensive or no cost items
to encourage employees to work aggres-
sively during these hard economic times.
Your Call: What theories does the ap-
proach of offering these incentives seem
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es?
3. How does this belief serve the in-terests of its adherents? Are there people who draw reassurance and comfort from this belief?
4. Have our choices and assump-tions conspired to make this belief self fulfilling? Is this belief true simply because we have made it true – and, if so, can we imagine alternatives?
to represent? (Box in text on page 53.)
TEXT REFERENCE
PRACTICAL ACTION BOX:
Mindfulness Over Mindlessness:
Learning to Take a Contingency Point
of View
Harvard professor Ellen Langer de-
scribes barriers to flexibility as related to
mindlessness. Mindlessness consists of
1) Entrapment in old categories; 2) Au-
tomatic behavior; 3) Acting from a sin-
gle perspective. She advocates con-
sciously adapting to achieve mindful-
ness. This approach means being open
to novelty, being alert to distinctions,
being sensitive to different contexts,
being aware of multiple perspectives,
and being oriented in the present. Your
Call: What can you do to become better
at just one of the characteristics? (Box in
text on page 55.)
2.7 Quality-Management Viewpoint.
A. The quality-management viewpoint includes quality control, quality assur-ance, and total quality management.
B. Quality Control and Quality Assur-ance.
1. Quality refers to the total ability of a product or service to meet cus-tomer needs.
2. Quality control.
a. Quality control is defined as the strategy for minimizing er-rors by managing each stage of production.
b. This uses statistical sampling to locate errors by testing just some of the items in a particu-lar production run.
MAJOR QUESTION:
Can the quality-management viewpoints
offer guidelines for true managerial suc-
cess?
EXPANDED POWERPOINT SLIDE
36
Quality control & Quality Assurance
EXPANDED POWERPOINT SLIDE
37
TQM
LECTURE ENHANCER 2.3
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3. Quality assurance.
a. Quality assurance focused on the performance of workers, urging employees to strive for “zero defects.”
b. Quality assurance has been less successful because em-ployees often have no control over the design of the work process.
C. Total Quality Management: Creating an Organization Dedicated to Con-tinuous Improvement.
1. The inferior quality of Japanese products began to improve with the arrival of two Americans.
2. W. Edwards Deming.
a. Deming believed that quality stemmed from “constancy of purpose” along with statistical measurement and reduction of variations in the production process.
b. He also emphasized the human side, saying that managers should stress teamwork.
c. Deming proposed the “85-15 rule”—when things go wrong, there is an 85% chance that the system is at fault, only a 15% chance that the individual worker is at fault.
3. Joseph M. Juran.
a. Juran defined quality as “fitness for use.”
b. He suggested that companies concentrate on the real needs
Operations and Human Resources:
IBM’s Global Workforce Initiative
IBM has adopted a supply chain
management approach to managing
its human capital. (See the complete
lecture enhancer on page 65 of this
manual.)
Total Quality Management
1. Make continuous improvement a priority
2. Get every employee involved
3. Listen to and learn from customers and employees
4. Use accurate standards to identify and eliminate problems
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BASIC POWERPOINT
SLIDE 15 (EXPANDED POWER-
POINT SLIDE 38)
What Is the Quality-Management
Viewpoint?
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of customers.
4. TQM: what it is.
a. Total quality management (TQM) is a comprehensive ap-proach—led by top manage-ment and supported throughout the organization—dedicated to continuous quality improve-ment, training, and customer satisfaction.
b. The four components of TQM are:
(1) make continuous im-provement a priority
(2) get every employee in-volved
(3) listen to and learn from customers and employees
(4) use accurate standards to identify and eliminate problems
2.8 The Learning Organization in an Era of Accelerated Change.
A. Organizations, like people, must con-tinually learn new things or face obso-lescence.
1. Managers must try to establish a culture that enhances their em-ployees’ ability to learn.
2. Professor Peter Senge coined the term “learning organization” to de-scribe this culture.
B. The Learning Organization: Han-dling Knowledge and Modifying Be-
MAJOR QUESTION:
Organizations must learn or perish. How
do you build a learning organization?
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havior.
1. A learning organization is an or-ganization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.
2. Creating and acquiring knowledge.
a. Managers try to actively infuse their organizations with new ideas and information.
b. Such knowledge comes from constantly scanning their exter-nal environments and employ-ee training and development.
3. Transferring knowledge—Managers actively work at transfer-ring knowledge throughout the or-ganization, reducing barriers to sharing information and ideas.
4. Modifying behavior.
a. Learning organizations are re-sults oriented.
b. Managers encourage employ-ees to use the new knowledge to change their behavior to help further the organization’s goals.
C. Why Organizations Need to Be Learning Organizations: Living with Accelerated Change.
1. Challenges by competition from a globalized marketplace and from the Internet and e-business revolu-tion have led to unprecedented ac-celerated change, forcing organiza-tions to be faster and more effi-cient. Among some of the conse-quences of this fast-paced world
EXPANDED POWERPOINT
SLIDE 39
Learning Organization Definition
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are the following:
2. The rise of virtual organizations as a result of the Internet—a virtual organization is an organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections.
3. The rise of boundaryless organiza-tions—the opposite of a bureaucra-cy, with its numerous barriers and divisions, a boundaryless organi-zation is a fluid, highly adaptive or-ganization whose members, linked by information technology, come together to collaborate on common tasks; the collaborators may in-clude competitors, suppliers, and customers.
4. The imperative for speed and inno-vation—speed in innovation is be-coming more important in spotting opportunities, bringing new prod-ucts to market, and launching new ventures.
5. The increasing importance of knowledge workers—a knowledge worker is someone whose occupa-tion is principally concerned with generating or interpreting infor-mation, as opposed to manual la-bor.
6. An appreciation for the importance of human capital, or educated, knowledgeable workers—human capital is the economic or produc-tive potential of employee knowledge, experience, and ac-
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tions, which can make the differ-ence in keeping up with the compe-tition.
7. An appreciation for the importance of social capital—social capital is the economic or productive poten-tial of strong, trusting, and coopera-tive relationships, especially be-tween bosses and employees.
8. New emphasis on evidence-based management—evidence based management, according to schol-ars Jeffrey Pfeiffer and Robert Sut-ton.
D. How to Build a Learning Organiza-tion: Three Roles Managers Play.
1. You can build a commitment to learning—to lead the way by in-vesting in learning, publicly promot-ing it, and creating rewards for it.
2. You can work to generate ideas with impact—ideas that add value for customers, employees, and shareholders.
3. You can work to generalize ideas with impact.
a. The manager can reduce the barriers to learning among em-ployees and within the organi-zation.
b. This involves creating a psy-chologically safe and comfort-ing environment that increases the sharing of successes, fail-ures, and best practices.
EXPANDED POWERPOINT SLIDE
40
How to Build a Learning Organiza-
tion
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Administrative management is concerned with managing the total organization.
Behavioral science relies on scientific research for developing theories about human behavior that can be
used to provide practical tools for managers.
The behavioral viewpoint emphasized the importance of understanding human behavior and of motivat-
ing employees toward achievement.
A boundaryless organization is a fluid, highly adaptive organization whose members, linked by infor-
mation technology, come together to collaborate on common tasks; the collaborators may also in-
clude competitors, suppliers, and customers.
The classical viewpoint, which emphasized finding ways to manage work more efficiently, had two
branches—scientific and administrative.
A closed system has little interaction with its environment; that is, it receives very little feedback from the
outside.
The contemporary perspective also includes three viewpoints—systems, contingency, and quality-
management.
The contingency viewpoint emphasizes that a manager’s approach should vary according to—that is, be
contingent on—the individual and environmental situation.
Evidence-based management is the kind of management that believes organizations will perform better if
managers face the hard facts about what works and what doesn’t, understand the dangerous half-
truths that constitute so much conventional wisdom about management, and reject the total non-
sense that too often passes for sound advice.
Feedback is information about the reaction of the environment to the outputs which affects the inputs.
The historical perspective includes three viewpoints—classical, behavioral, and quantitative.
Human capital is the economic or productive potential of employee, experience, and actions.
The human relations movement proposed that better human relations could increase worker productivity.
Inputs are the people, money, information, and materials required to produce an organization’s goods or
services.
A knowledge worker is someone whose occupation is principally concerned with generating or interpret-
ing information, as opposed to manual labor.
A learning organization is an organization that actively creates, acquires, and transfers knowledge within
itself and is able to modify its behavior to reflect new knowledge.
Management science focuses on using mathematics to aid in problem solving and decision making.
An open system continually interacts with its environment.
Operations management focuses on managing the production and delivery of an organization’s products
or services more effectively.
Outputs are the products, services, profits, losses, employee satisfaction or discontent, and the like that
are produced by the organization.
KEY TERMS PRESENTED IN THIS CHAPTER
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Quality refers to the total ability of a product or service to meet customer needs.
Quality assurance focused on the performance of workers, using employees to strive for “zero defects.”
Quality control is defined as the strategy for minimizing errors by managing each stage of production.
The quality-management viewpoint includes quality control, quality assurance, and total quality man-
agement.
Quantitative management is the application of management of quantitative techniques, such as statistics
and computer simulations.
Scientific management emphasized the scientific study of work methods in order to improve the produc-
tivity of individual workers.
Social capital is the economic or productive potential of strong, thrusting, and cooperative relationships.
Subsystems are parts making up the whole system.
A system is a set of interrelated parts that operate together to achieve a common purpose.
The systems viewpoint regards the organization as a system of interrelated parts.
Total quality management (TQM) is a comprehensive approach—led by top management and supported
throughout the organization—dedicated to continuous quality improvement, training, and customer
satisfaction.
Transformation processes are the organization’s capabilities in management and technology that are ap-
plied to converting inputs into outputs.
A virtual organization is an organization whose members are geographically apart, usually working with
e-mail, collaborative computing, and other computer connections, while often appearing to custom-
ers and others to be a single, unified organization with a real physical location.
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LECTURE ENHANCER 2.1
Being Mindful instead of Mindless: Johnsonville Sausage
As noted in this chapter, excelling at the profession of management takes careful thinking and
learning. Harvard psychologist Ellen Langer calls this “being mindful”. But, how can a company inspire
employees to adopt this approach to their work? Johnsonville Sausage has managed to craft a company
culture that asks employees to keep their minds engaged at all times. Their company creed makes it clear.
What they call “The Johnsonville Way” is posted on their website and their success as an organization
suggests that they “walk the talk”.
The Johnsonville Way
Date Posted: 04/08/2007
We at Johnsonville have a moral responsibility to become the Best Company in the World.
We will accomplish this as each one of us becomes better than anyone else at defining, and then serving, the best inter-
ests of all those who have a stake in our success.
We will succeed by setting near-term objectives and long-term goals that will require personal growth and superlative
performance by each of us. We will change any objectives or goals that no longer require personal growth and superla-
tive performance to ones that do.
As an individual, I understand The Johnsonville Way is about my performance and my accountability to the team. My
commitment to stretch, grow and excel is an unending one.
This is The Johnsonville Way and I am committed to it.
The Johnsonville Way also indicates the company’s belief in management science. Their focus on
“setting near-term objectives and long terms goals” suggests that they carefully measure and monitor their
progress toward those objectives and goals.
Johnsonville is more than just an organization that’s focused on management science and keeping
employees mindful. Their commitment to “change any objectives or goals that no longer require personal
growth and superlative performance to ones that do” suggests that this organization prides itself on being
a learning organization. As evidenced by the number of concepts this company creed conveys in just a
few lines, “The Johnsonville Way” has been carefully crafted to indicate in a powerful way just exactly
the kind of mindset the organization expects from its employees.
Which viewpoint emphasized the scientific study of work methods to improve the productivity of individual workers?
A.Scientific management
B.Administrative management
C.Behavioral science
D.TQM
2-8
EXPANDED POWERPOINT
SLIDE 8
Question
Scientific Management Question
Scientific Management: Pioneered by Taylor & the Gilbreths
Scientific management
emphasized the scientific study of work methods to improve the productivity of individual workers
Frederick W. Taylor, Frank and Lillian Gilbreth
2-9
EXPANDED POWERPOINT
SLIDE 9
Scientific management pioneered by Taylor &
Gilbreths
Scientific Management: Pioneered by Taylor & the Gilbreths
Principles of Scientific Management
1.Scientifically study each part of the task
2.Carefully select workers with the right abilities
3.Give workers the training and incentives to do the task
4.Use scientific principles to plan the work methods
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EXPANDED POWERPOINT
SLIDE 10
Principles of scientific management
Administrative Management: Pioneered by Fayol & Weber
Administrative management
concerned with managing the total organization
Henri Fayol
French engineer and industrialist
first to identify the major functions of management
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EXPANDED POWERPOINT
SLIDE 11
Administrative management
Administrative Management: Pioneered by Fayol & Weber
Max Weber believed that a bureaucracy was a rational, efficient, ideal organization based on the principles of logic
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EXPANDED POWERPOINT
SLIDE 12
Bureaucracy
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Five Positive Bureaucratic Features
1. A well-defined hierarchy of authority
2. Formal rules and procedures
3. A clear division of labor
4. Impersonality
5. Careers based on merit
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EXPANDED POWERPOINT
SLIDE 13
5 positive bureaucratic features
The Problem with the Classical Viewpoint
Mechanistic
Tends to view humans as cogs within a machine, not taking into account the importance of human needs
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EXPANDED POWERPOINT
SLIDE 14
The problem with classical viewpoint
Why the Classical Viewpoint is Important?
Work activity was amenable to a rational approach
Through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity
2-15
EXPANDED POWERPOINT
SLIDE 15
Why the classical viewpoint is important .
Question?
Which viewpoint emphasized the importance of understanding human behavior and of motivating employees toward achievement?
A.Scientific management
B.Administrative management
C.Behavioral
D.TQM
2-16
EXPANDED POWERPOINT
SLIDE 16
Question
Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
Behavioral viewpoint
emphasized the importance of understanding human behavior and of motivating employees toward achievement
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EXPANDED POWERPOINT
SLIDE 17
Behavioral viewpoint
Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
The behavioral viewpoint developed over three phases:
1.Early behaviorism
2.The human relations movement
3.Behavioral science
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EXPANDED POWERPOINT
SLIDE 18
Behavior viewpoint: 3 phases
Early Behaviorism: Pioneered by Munsterberg, Follett, & Mayo
Hugo Munsterberg
father of industrial psychology
1.Study jobs and determine which people are best suited to specific jobs
2.Identify the psychological conditions under which employees do their best work
3.Devise management strategies to influence employees to follow management’s interests
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EXPANDED POWERPOINT
SLIDE 19
Munsterberg…
Early Behaviorism: Pioneered by Munsterberg, Follett, & Mayo
Mary Parker Follett
social worker and social philosopher
1.Organizations should be operated as “communities”
2.Conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both parties
3.The work process should be under control of workers with relevant knowledge
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EXPANDED POWERPOINT
SLIDE 20
Follett…
Early Behaviorism: Pioneered by Munsterberg, Follett, & Mayo
Hawthorne effect
employees worked harder if they received added attention, thought that managers cared about their welfare and that supervisors paid special attention to them
Elton Mayo
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EXPANDED POWERPOINT
SLIDE 21
Hawthorne effect
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The Human Relations Movement: Pioneered by Maslow & McGregor
Human relations movement
proposed that better human relations could increase worker productivity
Abraham Maslow and Douglas McGregor
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EXPANDED POWERPOINT
SLIDE 22
Human relations movement
Maslow’s Hierarchy of Needs
2-23
EXPANDED POWERPOINT
SLIDE 23
Maslow’s hierarch of needs
Douglas McGregor –Theory X versus Theory Y
Theory X
represents a pessimistic, negative view of workers
workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led
Theory Y
represents an optimistic, positive view of workers
workers are considered capable of accepting responsibility, self-direction, self control and being creative
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EXPANDED POWERPOINT
SLIDE 24
McGregor Theory X vs. theory Y
Why Theory X/Theory Y Is Important
Can help managers avoid falling into the trap of the self-fulfilling prophecy - the idea that if a manager expects a subordinate to act in a certain way, the worker may, in fact, very well act that way, thereby confirming the manager’s expectations
2-25
EXPANDED POWERPOINT
SLIDE 25
Why theory x/y is important
The Behavioral Science Approach
Behavioral science
relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
2-26
EXPANDED POWERPOINT
SLIDE 26
Behavioral science approach
Quantitative Viewpoints: Management Science & Operations Research
Quantitative management
application to management of quantitative techniques, such as statistics and computer simulations
Management science, operations management
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EXPANDED POWERPOINT
SLIDE 27
Quantitative viewpoints
Question?
Which viewpoint stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning?
A.Scientific management
B.Operations management
C.Production management
D.Management science
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EXPANDED POWERPOINT
SLIDE 28
question
Management Science: Using Mathematics to Solve Management Problems
Management science
Stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning
2-29
EXPANDED POWERPOINT
SLIDE 29
Management science…
Operations Management: Helping Organizations Deliver Products or Services More Effectively
Operations management
focuses on managing the production and delivery of an organization’s products or services more effectively
work scheduling, production planning, facilities location and design
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EXPANDED POWERPOINT
SLIDE 30
Operations management…
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The Contemporary Perspective
Figure 2.2
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EXPANDED POWERPOINT
SLIDE 31
Contemporary perspective
Systems Viewpoint
Systems viewpoint
regards the organization as a system of interrelated parts
collection of subsystems
part of the larger environment
2-32
EXPANDED POWERPOINT
SLIDE 32
Systems viewpoint
The Four Parts of a System
Figure 2.3 2-33
EXPANDED POWERPOINT
SLIDE 33
The four parts of a system
Systems Viewpoint
Open system
continually interacts with its environment
Closed system
has little interaction with its environment
2-34
EXPANDED POWERPOINT
SLIDE 34
Systems viewpoint: open / closed
Contingency Viewpoint
Contingency viewpoint
emphasizes that a manager’s approach should vary according to the individual and the environmental situation
most practical because it addresses problems on a case-by-case basis
2-35
EXPANDED POWERPOINT
SLIDE 35
Contingency viewpoint
Quality Control & Quality Assurance
Quality
total ability of a product or service to meet customer needs
Quality control
the strategy for minimizing errors by managing each stage of production
Quality assurance
focuses on the performance of workers, urging employees to strive for “zero defects”
2-36
EXPANDED POWERPOINT
SLIDE 36
Quality control and quality assurance
Quality-Management Viewpoint
Total quality management (TQM)
comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction
Deming, Juran
2-37
EXPANDED POWERPOINT
SLIDE 37
Quality management viewpoint
Total Quality Management
1. Make continuous improvement a priority
2. Get every employee involved
3. Listen to and learn from customers and employees
4. Use accurate standards to identify and eliminate problems
2-38
EXPANDED POWERPOINT
SLIDE 38
Total quality management
The Learning Organization: Handling Knowledge & Modifying Behavior
Learning organization
organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
2-39
EXPANDED POWERPOINT
SLIDE 39
What Is a Learning Organization. . .
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How to Build a Learning Organization:Three Roles Managers Play