PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr. Chapter 3: Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc. Chapter 3: Management – Historical Perspectives
PowerPoint Presentation
to Accompany
Management, 9/eJohn R. Schermerhorn, Jr.
Chapter 3:
Prepared by: Jim LoPresti
University of Colorado, Boulder
Published by: John Wiley & Sons, Inc.
Chapter 3: Management – Historical Perspectives
Planning Ahead — Chapter 3 Study Questions
�What can be learned from classical management thinking?
�What insights come from behavioral management approaches?
Management 9/e - Chapter 3 2
management approaches?
�What are the foundations of modern management thinking?
Study Question 1: What can be learned from
classical management thinking?
�Classical approaches to
management include:
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� Scientific management
� Administrative principles
� Bureaucratic organization
Figure 3.1 Major branches in the classical approach
to management.
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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.
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� 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.
Study Question 1: What can be learned from
classical management thinking?
� Scientific management (the
Gilbreths)
� Motion study
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� 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
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� 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:� Foresight — to complete a plan of action for the
future.
� Organization — to provide and mobilize resources to implement the plan.
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to implement the plan.
� Command — to lead, select, and evaluate workers to get the best work toward the plan.
� Coordination — to fit diverse efforts together and ensure information is shared and problems solved.
� Control — to make sure things happen according to plan and to take necessary corrective action.
Study Question 1: What can be learned from
classical management thinking?
� Administrative principles (Henri Fayol) —
key principles of management:
� Scalar chain — there should be a clear and
unbroken line of communication from the top
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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?
� Administrative principles (Mary Parker Follett)
� Groups and human cooperation:
� Groups are mechanisms through which
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� Groups are mechanisms through which individuals can combine their talents for a greater good.
� Organizations are cooperating “communities” of managers and workers.
� Manager’s job is to help people in the organization cooperate and achieve an integration of interests.
Study Question 1: What can be learned from
classical management thinking?
� Administrative principles (Mary Parker Follett)� Forward-looking management insights:
� Making every employee an owner creates a sense of collective responsibility (precursor of
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sense of collective responsibility (precursor of employee ownership, profit sharing, and gain-sharing)
� Business problems involve a variety of inter-related factors (precursor of systems thinking)
� Private profits relative to public good (precursor of managerial ethics and social responsibility)
Study Question 1: What can be learned from
classical management thinking?
� Bureaucratic organization (Max
Weber)
Bureaucracy
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� 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
� Possible disadvantages of bureaucracy:� Excessive
paperwork or “red
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labor
� Clear hierarchy of authority
� Formal rules and procedures
� Impersonality
� Careers based on merit
paperwork or “red tape”
� Slowness in handling problems
� Rigidity in the face of shifting needs
� Resistance to change
� Employee apathy
Study Question 2: What insights come from the
behavioral management approaches?
�Human resource approaches
include:
Hawthorne studies
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� Hawthorne studies
� Maslow’s theory of human needs
� McGregor’s Theory X and Theory Y
� Argyris’s theory of adult personality
Figure 3.2 Foundations in the behavioral or human
resource approaches to management
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Study Question 2: What insights come from the
behavioral management approaches?
� Hawthorne studies
� Initial study examined how economic
incentives and physical conditions
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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.
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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.
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not others.
� People restricted output to adhere to group norms.
� 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:
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� Need levels:� Physiological
� Safety
� Social
� Esteem
� Self-actualization
Figure 3.3 Maslow’s hierarchy of human needs.
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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.
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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
� McGregor’s Theory Y assumes that workers are:� Willing to work
Capable of self
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� Lack ambition
� Are irresponsible
� Resist change
� Prefer to be led
� 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.
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reluctant.
� Theory Y managers create situations where workers respond with initiative and high performance.� Central to notions of empowerment and self-management.
Study Question 2: What insights come from the
behavioral management approaches?
� Argyris’s theory of adult personality
� Classical management principles and practices
inhibit worker maturation and are inconsistent
with the mature adult personality.
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with the mature 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
� Systems view of organizations
Contingency thinking
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� Contingency thinking
� Commitment to quality and performance
� Learning organizations
Study Question 3: What are the foundations of
modern management thinking?
� Systems thinking
� System
� Collection of interrelated parts that function
together to achieve a common purpose.
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� 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 3.4 Organizations as complex networks of
interacting subsystems.
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Study Question 3: What are the foundations of
modern management thinking?
� Contingency thinking
� Tries to match managerial responses
with problems and opportunities unique
to different situations.
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to different situations.
� Especially individual or environmental
differences.
� 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?
�Quality and performance excellence
� Managers and workers in progressive
organizations are quality conscious.
Quality and competitive advantage are
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� 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
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� 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 on
Study Question 3: What are the foundations of
modern management thinking?
�Quality and performance excellence
� Quality circle
� Small groups of workers meeting
regularly to discuss quality improvement
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regularly to discuss quality improvement
� “Circle” assumes responsibility for quality
� Can result in cost savings and improved
quality, customer satisfaction, and morale
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:
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• Core ingredients include:
� Mental models
� Personal mastery
� Systems thinking
� Shared vision
� Team learning
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