Scientific ManagementScientific management is a method in
management theory that determines changes to improve labor productivity.
The idea was first coined by Frederick Winslow Taylor in The Principles of Scientific Management in 1911
Frederick Winslow TaylorDeveloped the theories of Scientific
ManagementHis innovations in industrial
engineering, particularly in time and motion studies, paid off in dramatic improvements in productivity.
Theory of Scientific ManagementCareful specification and measurement
of all organizational tasks.Tasks are standardized as much as
possible. Workers are rewarded and punished This approach worked well for
organizations with assembly lines and other mechanistic activities
Criticism of Scientific Management
That humans are not inherently alike. What might be the most efficient way for one person may not be for someone else.
Ignores the fact that economic interest are different for management and employees.
Operations ManagementHenri Fayol is described as the father of
operations managementProposed five functions of management
Planning Organizing Commanding Coordinating Controlling
Difference between Henri Fayol and Frederick Winslow Taylor Taylor viewed management processes from the
bottom up, while Fayol viewed it from the top down. Fayol wrote that "Taylor's approach differs from the
one we have outlined in that he examines the firm from the "bottom up." he starts with the most elemental units of activity -- the workers' actions -- then studies the effects of their actions on productivity, devises new methods for making them more efficient, and applies what he learns at lower levels to the hierarchy.
14 Principles of Management Division of Work Authority Discipline Unity of control Unity of Direction Subordination of individual interest Remuneration Centralization Scalar chain (Line of Authority) Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps
Application of the 14 Principles
Change and OrganizationDecision-makingSkills can be used to improve the
effectiveness of a managerUnderstanding the management can be
seen as a variety of activities which can be listed and grouped
Behavioral Approach to Management
Focused on Human beings and their individual rights
Arose after the following were observed: low productivity lack of modern machinery limited horsepower availability anachronistic trade union practices poor management
Human Relations Theory
Focused on motivation and employee care
Found if employees were satisfied with their work, they were more apt to perform better
Mayo’s ConclusionsWork is a group activity
The social work of an adult is based on their work experiences
Workers need recognition, security, and a sense of belonging
Mayo’s Conclusions, Cont. A complaint is usually due to an employee’s
dissatisfaction with his or her status
A worker’s attitude is shaped from forces inside and outside of the work environment
Informal groups in the workplace improve employees’ attitudes and productivity
Mayo’s Conclusions, Cont.The change from an established society
at home to an adaptive society at work can create disturbances in the workforce
Group work must be planned and implemented
Human Resources Theory
Focused on how an employee viewed their position and work experiences.
Found that manager’s ways of managing largely contributed to how an employee viewed their work.
Theory X Average human being dislikes work:
Most employees must be controlled and threatened before they will perform to the expectations
Humans like to be directed, dislikes responsibility, and wants job security
This lead to most organizations using “tough” management
Bad form of management because the employee needs the opportunity to fulfill their goals
This led employees to dislike their work
Theory Y Physical and mental effort at work are very
natural Employees will be proactive if they are committed
to the company and if the job is satisfying Most employees learn to seek out responsibility Imagination, creativity, and ingenuity can be used
to solve work problems Employees are not used to their full capacity
Conclusions on Theory X and Y
These two theories are impractical at the workforce and are very different
McGregor suggested that managers look at the theories to start their view of management
MBO MBO=Management by Objectives
Top management teams along with employees together define the company goals and direction that the company is going.
3 Key components Specific, achievable, measurable, realistic, time-specific Goals are not unilateral within management Managers give objective feedback
MBOPopularized by Peter Drucker in 1954. “Management by objectives works if you
know the objectives. Ninety percent of the time you don’t.”-Peter F. Drucker
MBOWorks well within the U.S. culture, but
often fails in others due to different styles in management Ex. French because of their high power
distance
Path-Goal TheoryDeveloped by Robert House
Remove obstacles Clarify the path to the goal Offer rewards
4 Types of Leaders Achievement Oriented
Leader sets high goals
High performance levels
Confident in expectations being met
DirectiveTells them
how to perform tasks
What is expected
Types of Leader (cont.) Participative
Consults with others before making decisions
Uses others suggestions to make the final decision
SupportiveApproachableFriendlyNeeded when
the follower lacks confidence