Professional Documents
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Thought
5. Unity of direction
Each group of activities with same objective, must
have only one plan and one head.
Unity in command defines the reporting relationship,
while unity in direction defines the grouping of
activities.
It ensures better coordination among activities.
6. Subordination of individual, to general interest
Interest of the organisation is more important than
the interest of one/few employees, when there is a
conflict between the two.
Hence, superiors should be the ideals, supervise
employees continuously and also have a fair
agreement with them.
7. Centralisation
An organisation must have a proper balance of
centralisation and decentralisation, depending on
its size, activities, objectives, employees etc.
8. Remuneration
Should be fair to both- employee and employer
In line with cost of living and value of employee
Fayol did not advocate profit sharing plan for
workers, but for managers
9. Scalar chain
It is the flow of authority or command, through
which every communication, must pass
In special circumstances, this flow can be short-
circuited in situations, when the scalar chain of
communication is non feasible. This is done, using a
gang plank
10. Order
This refers to arrangement of things and people in
an organisation - A place for everything and
everything in place
Similarly, the right person must be placed at the
right position. This demands for precise knowledge
of human requirement and resources
11. Equity
combination of justice and kindness
It should be maintained in behaviour and
treatment towards employees
12. Stability of Tenure
Employee should be given a minimum job security
at least
This ensures that he is given time to adjust to new
work and succeed in it.
13. Initiative
Managers must encourage employees to take
initiative, within the limits of their authority.
It increases the zeal and energy in the employee
14. Espirit de Corps
Union is strength
Managers must encourage the team spirit among
the employees
Erring employees must be given oral directions and
not asked for a written explanation
The human relations approach
Elton Mayo
Conducted the famous Hawthorne Experiments carried
out at the Western Electric Company, in the United
States of America that started in the early 1920s.
In the approaches by Taylor and Fayol, the human
element in the organisation was not stressed upon.
The elements in these approaches were not giving
positive results.
The Western Electric Company, Chicago had Hawthorne
plant that manufactured telephone bell system
The company was progressive, with sickness and pension
benefits
In spite of this, there was a dissatisfaction among
workers.
Experiment I: Two group of workers, experimented
with the lighting or illumination and its effect on
productivity, showed no clear correlation between
light level and productivity.
Experiment II: A girls group was chosen who worked
in the telephone relay assembly department. 5 types
of changes introduced over a period of time and
productivity measured after every change.
Experiment III: 20,000 interviews conducted in two
years to determine employees attitude towards
company, work, supervision, wages, insurance,
incentives etc.
Experiment IV: 14 male workers were employed and
hypothesis was that they would produce more in
order to earn more. It was proved wrong due to 4
reasons given by workers for a lesser output.
Salient Features
Focus on individual, his needs and behavior
Highlight interpersonal relations
Emphasis on motivation morale and job
satisfaction
Conflict in an organization is always
destructive and should be always avoided.
Based on Hawthorne experiments.
People behavior as a individual may be
different than his behavior in a group.
Salient Features
Emphasis on improving the working
condition, interpersonal relation, supervisory
styles and communication systems.
People working in the organization may have
different goals but it is the work of
management to guide them toward the
common goal.
People working in the organization form their
own informal groups and these groups have
a significant influence on the attitude and
values of people.
Recap!
Bureaucratic Approach Max Weber
Scientific Management Theory F.W.
Taylor
Administrative Management Theory
Henry Fayol
Human Relations Approach Elton
Mayo
Overview of Scientific, Administrative & Bureaucratic Approaches
Focuses on the
individual workers
productivity
Focuses on the
overall
organizational
system
Focuses on the
functions of
management
The human relations approach
Chester Barnard
He was the president of New Jersey Bell
Telephone Company.
He saw organizations as social systems that
required human cooperation.
He believed that managers major roles were
to communicate and stimulate subordinates
to high levels of effort.
He also introduced the idea that managers
have to examine the environment and then
adjust the organization to maintain a state of
equilibrium.
The human relations approach Chester Barnard
He connected Scientific Management with
Human Relations.
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.
Developed an acceptance theory of authority:
Authority of a manager flows from the ability of
subordinates to accept or reject an order from the
manager once they:
Comprehend what the order requires of them.
Review the orders consistency with organization goals.
Perceive a personal benefit in obeying the order.
Modern Approach to management
Quantitative Approach
The Systems Approach
The Contingency Approach
The Japanese management
style (Theory Z)
Quantitative Approach
Characterized by its use of mathematics,
statistics, and other quantitative techniques for
management decision making and problem
solving.
This approach has four basic characteristics:
1. A decision-making focus
2. Development of measurable criteria
3. Formulation of a quantitative model
4. The use of computers
Decision-Making Focus
The primary focus of the quantitative approach is
on problems or situations that require direct action,
or a decision, on the part of management.
Quantitative Approach
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
measurable criteria.
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.
Contributions of Quantitative Approach
In Production Management-
Focus is on manufacturing technology and the
flow of material in plants.
In Operation Management
Focus is on organization such as hospitals,
banks, government & the military.
Limitations of Quantitative Approach
Feedback
INPUT TRANSFORMATION OUTPUT
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The Gilbreths
Frank and Lillian Gilbreth refined Taylors
methods.
Made many improvements to time and
motion studies.
Time and motion studies:
1. Break down each action into
components.
2. Find better ways to perform it.
3. Reorganize each action to be more
efficient.
Gilbreths also studied fatigue problems,
lighting, heating and other worker issues.
Behavioral Management
Focuses on the way a manager should
personally manage to motivate
employees.
Mary Parker Follett: an influential
leader in early managerial theory.
Suggested workers help in analyzing their
jobs for improvements.
The worker knows the best way to
improve the job.
If workers have the knowledge of the
task, then they should control the task.
The McKinsey approach to
problem-solving
McKinsey's problem-solving process
has three pillars:
Fact-based
Rigidly structured
Hypothesis driven
Facts
Facts are the foundation of problem solving.
Facts aid in the development of a sound
hypothesis, and then provide the evidence
needed to support or refute it.
Facts compensate for the lack of instinct a
consultant must face since he or she does not
have a lifetime of experience in the industry on
which to draw.
Facts also bridge the credibility gap, lending
respect to the analysis of newcomers.
Hiding from the facts is only a recipe for failure,
because sooner or later, the truth will show itself.
Thus, a successful consultant will find the facts and
use them to his or her advantage.
MECE
One of the most fundamental tenants of
McKinsey problem solving is the concept of
MECE, mutually exclusive, collectively exhaustive.
MECE can be used when developing and listing
issues related to the problem at hand.
First, the associate must ensure that the list is
mutually exclusive, or that every item is separate
and distinct. Then, he must check that it is
collectively exhaustive, that it includes every
issue relevant to the problem.
This approach prevents overlap and confusion.
The Initial Hypothesis
The 3rd pillar of the McKinsey problem-solving
process is the initial hypothesis (IH).
The initial hypothesis serves as a roadmap toward
the solution.
It is the solution that seems most probable early in
the engagement, after the group has
brainstormed using their knowledge of the
situation, but before they have spent a lot of time
gathering additional information and analyzing.
The initial hypothesis may or may not prove
correct, but it will provide a starting point from
which to work and it will guide the research and
early data analysis.
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