PowerPoint Presentation to Accompany Chapter 2 Of

8/14/2019 PowerPoint Presentation to Accompany Chapter 2 Of

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PowerPoint Presentation

to Accompany Chapter 2 of

Management, 8/eJohn R. Schermerhorn, Jr.

Prepared by: Michael K. McCuddy

Valparaiso University

Published by: John Wiley & Sons, Inc.


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Management 8/e - Chapter 2 2

Planning Ahead Chapter 2 Study

Questions

What can be learned from classical managementthinking?

What ideas were introduced by the human

resource approaches?What is the role of quantitative analysis in

management?

What is unique about the systems view andcontingency thinking?

What are the continuing management themes ofthe 21st century?


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Study Question 1: What can be learned from

classical management thinking?

Classical approaches to management

include:Scientific management

Administrative principles

Bureaucratic organization


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Scientific management (Frederick Taylor)

Develop rules of motion, standardized work

implements, and proper working conditions for everyjob.

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.


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Scientific management (the Gilbreths)

Motion study Science of reducing a job or task to its basic

physical motions.

Eliminating wasted motions improves

performance.


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Administrative principles (Henri Fayol) rulesof management: Foresight to complete a plan of action for the future.

Organization to provide and mobilize resources toimplement the plan.

Command to lead, select, and evaluate workers toget the best work toward the plan.

Coordination to fit diverse efforts together andensure information is shared and problems solved.

Control to make sure things happen according toplan and to take necessary corrective action.


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Administrative principles (Henri Fayol) key

principles of management:

Scalar chain there should be a clear and unbrokenline 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.


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Administrative principles (Mary Parker

Follett)

Groups and human cooperation: Groups are mechanisms through which individuals

can combine their talents for a greater good.

Organizations are cooperating communities of

managers and workers. Managers job is to help people in the organization

cooperate and achieve an integration of interests.


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Administrative principles (Mary ParkerFollett)

Forward-looking management insights: Making every employee an owner creates a sense ofcollective responsibility (precursor of employeeownership, 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)


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Bureaucratic organization (Max Weber)

Bureaucracy An ideal, intentionally rational, and very efficient

form of organization.

Based on principles of logic, order, and legitimate

authority.


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Characteristics ofbureaucraticorganizations:

Clear division of labor Clear hierarchy of

authority

Formal rules and

procedures Impersonality

Careers based on merit

Possible disadvantagesof 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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Study Question 2: What ideas were

introduced by the human resource

approaches?

Human resource approaches include:

Hawthorne studies

Maslows theory of human needs

McGregors Theory X and Theory Y

Argyriss theory of adult personality


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approaches?

Hawthorne studies

Initial study examined how economicincentives and physical conditions affected

worker output.

No consistent relationship found.

Psychological factors influenced results.


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approaches?Hawthorne studies (cont.)

Relay assembly test-room studies

Manipulated physical work conditions to assessimpact on output.

Designed to minimize the psychological factors of

previous experiment.

Factors that accounted for increased productivity: Group atmosphere

Participative supervision


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approaches?Hawthorne studies (cont.)

Employee attitudes, interpersonal relations andgroup processes.

Some things satisfied some workers but 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 forspecial attention perform as expected.


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approaches?Maslows theory of human needs

A need is a physiological or psychologicaldeficiency a person feels compelled to satisfy.

Need levels: Physiological

Safety

Social Esteem

Self-actualization


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approaches? Maslows theory of human needs

Deficit principle

A satisfied need is not a motivator of 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.


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approaches? McGregors Theory X

assumes that workers:

Dislike work

Lack ambition

Are irresponsible

Resist change

Prefer to be led

McGregors Theory Y

assumes that workers

are: Willing to work Capable of self control

Willing to acceptresponsibility

Imaginative andcreative Capable of self-

direction


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approaches? Implications of Theory X and Theory Y:

Managers create self-fulfilling prophecies.

Theory X managers create situations whereworkers become dependent and reluctant.

Theory Y managers create situations whereworkers respond with initiative and high

performance. Central to notions of empowerment and self-

management.


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approaches? Argyriss theory of adult personality

Classical management principles and practices inhibit

worker maturation and are inconsistent with the matureadult personality.

Management practices should accommodate the mature

personality by:

Increasing task responsibility

Increasing task variety

Using participative decision making


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Study Question 3: What is the role of

quantitative analysis in management?

Management science (operations research)foundations Scientific application of mathematical techniques to

management problems Techniques and applications include:

Mathematical forecasting

Inventory modeling

Linear programming

Queuing theory

Network models

Simulations


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Study Question 3: What is the role of

quantitative analysis in management?

Quantitative analysis today Use of staff specialists to help managers apply

techniques. Software and hardware developments have

expanded potential quantitative applications tomanagerial problems.

Good judgment and appreciation for humanfactors must accompany use of quantitativeanalysis.


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Study Question 4: What is unique about the

systems view and contingency thinking?

Systems thinking

System

Collection of interrelated parts that function together to

achieve a common purpose.

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.


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Study Question 4: What is unique about the

systems view and contingency thinking?

Contingency thinking

Tries to match managerial responses with

problems and opportunities unique to differentsituations.

Especially individual or environmental differences.

No one best way to manage.Appropriate way to manage depends on the

situation.


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Study Question 5: What are continuing

management themes of the 21st century?

Quality and performance excellence

Managers and workers in progressive

organizations are quality conscious. Quality and competitive advantage are linked.

Total quality management (TQM)

Comprehensive approach to continuous qualityimprovement for a total organization.

Creates context for the value chain.


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Eight attributes of performance excellence:

A bias toward action

Closeness to the customer

Autonomy and entrepreneurship

Productivity through people

Hands-on and value-driven

Sticking to the knitting Simple form and lean staff

Simultaneous loose-tight properties


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Global awareness

Pressure for quality and performance excellence is

created by a highly competitive global economy.

Has promoted increasing interest in new management

concepts.

Process engineering

Virtual organizations

Agile factories Network firms

Adoption of Theory Z management practices.


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Contemporary businesses must learn to become

learning organizations.

Core ingredients of learning organizations:

Mental models

Personal mastery

Systems thinking

Shared vision

Team learning


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In the 21st century, managers must be:

Global strategists

Masters of technology

Inspiring leaders

Models of ethical behavior


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PowerPoint Presentation to Accompany Chapter 2 Of