Professional Documents
Culture Documents
Evolution of
Management Thought
Pamela S. Lewis
Stephen H. Goodman
Patricia M. Fandt
Copyright 2004 by South-Western, a division of Thomson Learning.
All rights reserved.
Slides Prepared by
Zulema Seguel
Learning Objectives
slide 1 of 2
management thought.
development of
management
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Learning Objectives
Slide 2 of 2
their interactions.
blocks and
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Environmental Factors
Influencing Management Thought
Slide 1 of 2
Economic Influences
Relate to the availability, production, and
distribution of resources within a society.
Social Influences
Relate to the aspects of a culture that
influence interpersonal relationships.
Political Influences
Relate to the impact of political institutions
on individuals and organizations.
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Environmental Factors
Influencing Management Thought
Slide 2 of 2
Technological Influences
Relate to the advances and refinements in
any of the devices that are used in
conjunction with conducting business.
Global Influences
Relate to the pressures to improve quality,
productivity, and costs as organizations
attempt to compete in the worldwide
marketplace.
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Chronological
Development of Management Thought
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Classical Perspective
Scientific
Management
Tends to focus on
the productivity of
the individual
worker
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Classical Perspective
Scientific
Management
Tends to focus
on the functions
of management
Administrative
Management
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Classical Perspective
Scientific
Management
Administrative
Management
Bureaucratic
Management
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Scientific Management:
Frederick W. Taylor (1856-1915)
Father of Scientific Management.
In order to improve productivity, must improve
poor management practices.
Taylor attempted to define the one best way to
perform every task through systematic study and
other scientific methods.
Three areas of focus
Task Performance
Supervision
Motivation
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
11 49
Task Performance
Scientific management incorporates several
basic expectations of management,
including:
Development of work standards
Selection of workers
Training of workers
Support of workers
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Supervision
Taylor felt that a single supervisor could
not be an expert at all tasks.
As a result, each first-level supervisor
should be responsible only workers who
perform a common function familiar to the
supervisor.
This became known as Functional
Foremanship.
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Motivation
Taylor believed money was the way to
motivate workers to their fullest capabilities.
He advocated a piecework system in which
workers pay was tied to their output.
Workers who med a standard level of
production were paid a standard wage rate.
Workers whose production exceeded the
standard were paid at a higher rate for all of
their production output.
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Classical Perspective
Scientific
Management
Administrative
Management
Tends to focus
on the functions
of management
Bureaucratic
Management
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Classical Perspective
Scientific
Management
Administrative
Management
Bureaucratic
Management
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Bureaucratic Management
Focuses on the overall organizational
system.
Bureaucratic management is based upon:
Firm rules
Policies and procedures
A fixed hierarchy
A clear division of labor
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Charismatic authority
Subordinates voluntarily comply with a leader
because of his or her special personal qualities or
abilities (i.e., Martin Luther King, Gandhi).
Rational-legal authority
Subordinate obedience based upon the position held
by superiors within the organization (i.e., police
officers, executives, supervisors).
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vs.
Classical Perspective
Focused on
rational behavior
Behavioral Perspective
Acknowledged the
importance of
human behavior
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Behavioral Perspective
The behavioral perspective followed the
classical perspective
Acknowledged the importance of human
behavior in shaping management style
Associated with the following scholars:
Mary Parker Follett
Elton Mayo
Douglas McGregor
Chester Barnard
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Elton Mayo
Conducted the famous Hawthorne
Experiments.
Concluded that productivity increased
because someone was paying attention to
the workers.
Mayos work represents the transition from
scientific management to the early human
relations movement.
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Douglas McGregor
Proposed the Theory X and Theory Y styles
of management.
Theory X managers perceive that their
subordinates have an inherent dislike of
work and will avoid it if at all possible.
Theory Y managers perceive that their
subordinates enjoy work and that they will
gain satisfaction from performing their jobs.
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Chester Barnard
Felt that executives serve two primary
functions:
Must establish and maintain a
communications system among employees.
Must establish the objectives of the
organization and motivate employees.
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Quantitative Perspective
slide 1 of 3
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Quantitative Perspective
slide 2 of 3
Decision-Making Focus
The primary focus of the quantitative approach is on
problems or situations that require some direct
action, or decision, on the part of management.
Measurable Criteria
The decision-making process requires that the
decision maker select some alternative course of
action. The alternatives must be compared on the
basis of some measurable criteria.
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Quantitative Perspective
3 of 3
Quantitative Model
To assess the likely impact of each alternative
on the stated criteria, a quantitative model of
the decision situation must be formulated.
Computers
Computers are quite
useful in the
problem-solving process.
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Systems Perspective
An approach to problem solving that is
based on an understanding of the basic
structure of systems:
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Properties of Systems
slide 1 of 2
Environmental interaction
Open systems must interact with the
external environment to survive.
Closed systems do not interact with the
environment.
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Properties of Systems
slide 2 of 2
Synergy
When all organizational subsystems
work together making the whole
greater than the sum of its parts.
Entropy
The tendency for systems to decay
over time.
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Contingency Perspective
A view that proposes that there is no one
best approach to management for all
situations.
Asserts that managers are responsible for
determining which managerial approach is
likely to be most effective in a given
situation.
This requires managers to identify the key
contingencies in a given situation.
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Custom fabrication
machine shop, neon
sign manufacturer,
trophy shop
Mass-production
technology
Continuous-process
technology
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Blending
Components
into a
Contingency
Perspective
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Information Technology
and Management Style
In many cases, information technology can
facilitate the use of a particular management
style.
Quantitative &
Systems Perspectives
Facilitated by advanced
computers
Classical Perspective
Facilitated by modern
communications
equipment
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Future Issues
Influencing Management Thought
Diversity
Globalization
Quality
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