2-Pioneering ideas in management
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Pioneering ideas in management
Ridel A.
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2-Pioneering ideas in management
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Preclassical contributors
Classical viewpoint
Behavioral viewpoint
Quantitative viewpoint
Contemporary viewpoint
Scientific management
Bureaucratic management
Administrative management
Early behaviorist
Hawthorne studies
relations movement
Behavioral science approach
Management science
Operation management
Management information system
System theories
Contingency theories
Emerging view
Management theories
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Preclassical contribution
• Robert Owen– British entrepreneur (Scotland?)– 1771-1858– To recognized the important of HR
• Interested: working, living condition of his
– Tried to improve the living of – To be a radical
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Preclassical contribution
• Charles Babage– English mathematician – 1792-1871– As father of computing– To enthralled: work specialization– A bonus & a portion of wages
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Preclassical contribution
• Henry R. Towne– Company president – Mechanical engineer – 18844-1924– To run an org. effectively: good engineering
skill + good business skills
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Contributors Pioneering ideas
Robert Owen Advocated concern for working & living conditions of workers
Charles Babbage Build the first practical mechanical calculator & a prototype of modern computer, predicted the specialization of metal work; suggested profit sharing.
Henry R. Towne Outline the importance of mn’t as a science & called for the development of management principles.
The preclassical contributors and their pioneering ideas
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Full name: Niccolò di Bernardo dei Machiavelli
Birth: May 3, 1469)Florence, Italy
Death: June 21, 1527 (aged 58)Florence, Italy
School/tradition: Renaissance philosophy, realism, classical republicanism
Main interests: Politics, military theory, history
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Statue of Sun Tzu in Yurihama, Tottori, Japan
Born: date of birth unknownDied: date of death unknownOccupation: Military commander
Ethnicity: Chinese
Writing period:722–481 BCE or 403–221 BCE (disputed)
Subjects: Military strategy
Notable work(s): The Art of War
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Classical viewpoint
- Scientific management
- Bureaucratic management
- Administrative management
- Frederic Winslow Taylor, The Gilbreths Henry L. Gantt,
- Max Weber
- Henry Fayol, Chester Barnard
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Frederick Winslow Taylor
• 1856-1915 (Philadelphia)
• The father of scientific management
• 3 main reasons→ principles of S.M
– Workers Feared: productivity ↑ → lose their jobs, how to handle?
– Incentive may cause operating at a slow pace
– Taylor feared: inefficient methods (working & rules)
Frederick Winslow Taylor:1856-1915
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Taylor’s Four Principles of Scientific Management
1. Scientifically study each part of a task and develop the best method of performing the task.
2. Carefully select workers and train them to perform the task by using the scientifically developed method.
3. Cooperate fully with workers to ensure that they use the proper method.
4. Divide work and responsibility so that management is responsible for planning work methods using scientific principles and workers are responsible for executing the work accordingly.
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The Gilbreths (husband & wife) = Frank (1868-1924) + Lillian (1878-1972)
• 1861-1919• Taylor’s friend• Consultant
The Gilbreths Henry L. Gantt
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Max Weber
• German sociologist: consultant, professor, author
• 1864-1920
Maximilian Weber: German political economist and sociologist
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Key Characteristics of Weber’s Ideal Bureaucracy
• Specialization of labor
• Formal rules and procedures
• Impersonality
• Well-defined hierarchy
• Career advancement based on merit
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Henry Fayol
• French industrialist (1841-1925)
• He delineated 5 major functions– Planning– Organizing– Commanding– Coordinating &
controllingHenri Fayol (1841 in Istanbul – 1925 in
Paris) was a French management theorist.
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Fayol’s 14 Principles of Management
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to the general interest
7. Remuneration
Efficiencies
To give order, power
For smooth running
1 supervisor only
1 plan, 1 who charge
() vs. ( )? Pay: fair
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Fayol’s 14 Principles of Management
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability and tenure
13. Initiative
14. Esprit de corps
• According to situation• Hierarchical: top to
bottom, com. path • Materials keeping• Kindness & justice• Prevent turnover, why?• Subordinate (creativity)• Teamwork
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• Born in Massachusetts• 1886-1961• Acceptance theory of
authority• OK if
– Understand the com.– Com. →org. purposes– Feel in line their need, ..– ..able to comply?
Chester Barnard
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Behavioral viewpoint
- Early behaviorists
- Hawthorne studies
- Human relation movement
- Hugo Münsterberg, Mary Parker Follett
- 1st set of studies, 2nd set of studies, 3rd set of studies, its impacts
- Abraham Maslow, Douglas McGregor
- Behavioral science approach
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• Born in Germany (1863-1916)
• The book argued:– Psychologists should
• Study jobs
• Find ways: suited job
– Could: psychological cond. for do best work
– Dev. influence strategy
• Born in Boston (1863-1933), F
• Social worker• Ideas: (conflict solution)
– The functioning of group vs. proponent
– Principle power vs. power over
– Solution: satisfy both parties
Hugo Münsterberg Mary Parker Follett
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Hawthorne studies
• The Hawthorne studies are a group of studies conducted at the Hawthorne plant of the Western Electric Com. 1920s-1930s– A behavioral approach concerned for the
workers.– To seeking greater efficiently: tool & methods
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Self-actualization
Esteem needs
Social needs
Safety needs
Physiological needs
Maslow’s hierarchy of needs
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• Physiological needs– Air, water, nourishment, sleep
• Safety– Living in safe area
– Medical insurance
– Job security
– Financial reserve
• Social needs– Friends, belonging, love
• Esteem– Self-respect, achievement,
attention, recognition, reputation
• Self-actualization– Truth, justice, wisdom,
meaning
Maslow’s hierarchy of needs
Source: NetMBA, Business knowledge Center
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Self-actualization in service to society
Safety
Physiology
Belonging
Chinese needs hierarchy
Self-actualization in individual development
Self-esteem
Belonging (social)
Safety
Physiology
American needs hierarchy
Source: Psychology, by Jane S. Halonen and John W. Santrock, 2/e, p.455
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Theory X And Theory Y
• Theory X: the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform
• Theory Y: the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction
Douglas McGregor (1906-1964)
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• Employees inherently dislike work and, whenever possible, will
attempt to avoid it• Since employees dislike work,
they must be coerced, controlled, or threatened with punishment to achieve goals.
• Employees will avoid responsibilities and seek formal direction whenever possible.
• Most workers place security above all other factors associated with work and will display little ambition.
• Employees can view work as being as natural as rest or play
• People will exercise self-direction and self-control if they are committed to the objectives.
• The average person can learn to accept, even seek, responsibility
• The ability to make innovative decision is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.
Labeled theory X (Negative) Labeled theory Y (Positive)
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Extra motivation theories
• Two-factor theory
• ERG
• Expectancy theory
• Equity theory
• Goal setting theory
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Inputs OutputsTransformation process
Feedback from environment
Organizational resources
Information
▪
▪
Mn’t functions▪
▪ Technology
Products & services
Profits & loses
Employees growth & satisfaction
▪
▪
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Results
Organizational status
▪
▪
System theory
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• A system that operates in continual interaction with its environment.
• A system that does little or no interacting with its environment & receives little feedback
Open system Closed system
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• The ability of the whole to equal more than the sum of its parts.
• A viewpoint that argues that appropriate managerial action depends on the particular parameters of the situation
Synergy Contingency theory
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Source
Management
Kathry M. Bartol: University of Maryland, College Park
David C. Martin : American University