Nov 19, 2014
Team PiratesPrashant Aghara
Shital Bhagiya
Anjali Machhoya
Hiteshree Patel
Kamal Vasoya
Team EXCELerateWhy We Chose It :• Professional• A play on
words,combining “Accelerate” and “Excel”
• Shows our “Full Speed Ahead” attitude
Effective and efficient
X-pecting excellence
Competitive
Enthusiastic
Leaders
Contents Behavioural School of Management
- Elton Mayo(Hawthorne Experiments)
Modern School of Management- Douglas McGregor
- Peter Drucker
- William Ouchi
Behavioral School of Management
The behavioral science approach developed as a natural evolution from the Hawthorne Experiments
The behavioral approach applies the knowledge of the behavioral sciences for managing people
Elton Mayo(1880-1949)
Hawthorne Experiments:“The Hawthorne Studies were conducted from
1927-1932 at the Western Electric Hawthorne Works in Chicago, where Harvard Business School Professor Elton Mayo examined productivity and work conditions.”
“Mayo wanted to find out what effect fatigue and monotony had on job productivity and how to control them through such variables as rest breaks, work hours, temperatures and humidity.”
Cont’ 1927-1932
Manipulated factors of production to measure effect on output:◦ Pay Incentives◦ Length of Work Day & Work Week◦ Use of Rest Periods◦ Company Sponsored Meals
Results:◦ Higher output and greater employee satisfaction
Conclusions: ◦ Positive effects even with negative influences – workers’
output will increase as a response to attention◦ Strong social bonds were created within the test group.
Workers are influenced by need for recognition, security and sense of belonging
Nuts and Bolts : Interviewing
◦ Provide insight to workers moral, their likes and dislikes and how they felt about their bosses
Role of Supervisor◦ Retained the responsibility of making sure that their
workers reached production levels, should lead their workers
Management◦ Need to gain active support and participation from
workers, while maintaining managerial control.◦ Be patient with workers, listen to them, and avoid creating
emotional upsets. Teamwork
◦ Cooperation, communication, sense of belonging
Modern School of Management
Douglas McGregor
(1906-1964)
• McGregor maintained that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.
Theory-X The average person dislikes work and will avoid it he/she
can. Therefore most people must be forced with the threat of
punishment to work towards organizational objectives. The average person prefers to be directed; to avoid
responsibility; is relatively unambitious, and wants security above all else.
CooooooooL
Theory-Y Effort in work is as natural as work and play. People will apply self-control and self-direction in the
pursuit of organisational objectives, without external control or the threat of punishment.
Commitment to objectives is a function of rewards associated with their achievement.
People usually accept and often seek responsibility. The capacity to use a high degree of imagination,
ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
In industry the intellectual potential of the average person is only partly utilised.
“ No business in the world has ever made
more money with “Poorer”
management”
System Approach : It is a collection on interrelated parts acting together to
achieve some goal with exists in the environment. Also system is defined as a set of objects working together with relationships between their objects and attributes related to each other and to the environment.
Therefore, system in simple terms in respect to management, it is a set of different independent parts working together in interrelated manner to accomplish a set of objectives
Contingency(Situational) Approach
The contingency approach to management emerged from the real life experience of managers who found that no single approach worked consistently in every situation.
The basic idea of this approach is that no management technique or theory is appropriate in all situations.
The main determinants of a contingency are related to the external and internal environment of an organisation.
contingency variables:
size of firmenvironmentresourcestechnologygroup dynamicsindividual differences
Managers must identify these variables and understand how it’s best to manage the organization.
Peter Drucker(1909-2005)
Three Roles of Management Managing a BusinessManaging ManagersManaging Workers and Work
Managing a Business
Purpose of Business◦To Create Customers
Functions of Business◦Marketing◦Innovation
Profit is result, not a cause, of business activity
Managing Workers and Work
Personnel Management
Organizing for Peak PerformanceEngineering the Job
Motivating for Peak PerformanceCommunication; Vision
Supervisor / ForemanProfessional Employee
William G. Ouchi (Born 1943)In 1981, William Ouchi came up with a method that would combine American and Japanese managing practice together to form Theory Z. In order for him to accomplish this, he had to learn about the Japanese culture. He had to find out why the Japanese quality and productivity were much higher than the American
The Japanese Management Approach, Called TYPE J
The American Management Approach,Called TYPE A
Ouchi’s Recommended A Hybrid Of Two Approaches ,THEORY Z
Theory-ZLong-term employmentCollective decision makingIndividual responsibilitySlow evaluation & promotion Implicit, informal control with explicit,
formalized measuresModerately specialized career pathsHolistic concern, including family