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Lajipe Faleyimu 1
BOH4M
CHAPTER 2 Management Learning Past
To Present
Lajipe Faleyimu 2
CHAPTER OVERVIEWWhat can be learned from
classical management thinking?What are the insights of the
behavioural management approaches?
What are the foundations of modern management thinking?
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Classical Management ApproachesSCIENTIFIC MANAGEMENT –
emphasizes careful selection and training of workers and supervisory support.
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Administrative Principles Division of labour Authority Discipline Unity of command Subordination of Individual Interests Remuneration Centralization Scalar Chain Order Equity Personnel Tenure Initiative Esprit de corps
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Classical Management ApproachesBUREAUCRACY – rational and
efficient form of organization founded on logic, order and legitimate authority
Classical Management – Bureaucratic organizations
Characteristics of bureaucratic organizations:◦ Clear division of
labour◦ Clear hierarchy of
authority◦ Formal rules and
procedures◦ Impersonality◦ Careers based on
merit
Possible disadvantages of bureaucracy:◦ Excessive paperwork
or “red tape”◦ Slowness in handling
problems◦ Rigidity in the face of
shifting needs◦ Resistance to change◦ Employee apathy
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BEHAVIOURAL MANAGEMENT APPROACHES
Figure 2.2 Foundations in the behavioral or human resource approaches to management
Figure 2.3 Maslow’s hierarchy of human needs.
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BEHAVIOURAL MANAGEMENT APPROACHES McGregor’s
Theory X assumes that workers:• Dislike work• Lack ambition• Are irresponsible• Resist change• Prefer to be led
McGregor’s Theory Y assumes that workers are:• Willing to work• Capable of self control• Willing to accept
responsibility• Imaginative and
creative• Capable of self-
direction
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MODERN MANAGEMENT FOUNDATIONS
◦ Quantitative analysis and tools
◦ Systems view of organizations
◦ Contingency thinking
◦ Commitment to quality
◦ Learning organizations
◦ Evidence-based management
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MODERN MANAGEMENT FOUNDATIONS 21st Century Manager
• Managers have to excel as never before to meet the expectations held of them and of the organization they lead.
Attributes of a 21st Century Manager• Global strategist – understanding the
interconnections among nations, cultures and economies
• Master of technology – comfortable with information technology
• Inspiring leader – attracting and motivating workers to achieve high-performance culture
• Model of ethical behaviour – acting ethically in all ways
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REVIEW: MANAGEMENT LEARNING PAST TO PRESENTShould Weber’s notion of the
ideal bureaucracy be scrapped, or is it still relevant today?
How can a manager, even today, benefit from the Maslow’s needs theory
Can system and subsystem dynamics describe performance problems for an organization in your community?
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