MODELS OF MANAGEMENT

Theories of Management
Management Theory Classical Theories Behavioural Theories Quantitative Theories Contemporary Theories

Scientific Management

Behaviourist Theories

Management Science

Systems Theory

Bureaucratic Management

Hawthorne Studies

Operations Management

Contingency Theory

Administrative Management

Human Relations

Management Information Systems

Emerging Views

Behavioural Science

Robert Owen An early management innovator:

1771-1856 Successful mfrg of textiles mills both in England and New Lanark Scotland New Lanark was bought in 1801

Why study models of management:

Models help to understand complexity : Help to explain the past which in turn Helps one to understand the present and thus To predict the future which leads to More influence over future events and Less disturbance from the Unexpected

Models offer a range of perspectives Models reflect their context

Competing values framework:

COMPETING VALUES FRAMEWORK - QUINN Towards decentralization, differentiation Flexibility Towards dev of hr Human relations model

Commit Morale

Towards exp and change Open Systems model

Particpt Openess Towards maint of sys Internal

Innov Towards comp position of sys External

Growth res acqui

Documen, inf mgt

Prod accomplis

Stability Control

Direc, Goal clarity

Internal Process model

Control

Rational Goal model

Towards consoled, continu

Towards centliz, integration

Towards max of output

Rational Goal Models:

Adam Smith 1776 Charles Babbage

Frederick.W.Taylor 1856-1915
Use scientific methods to determine the one best way of doing a particular task rather than rely on the older rule of thumbmethods Select the best person to do the job Train, teach and develop the worker to follow the defined procedure

Provide financial incentives to ensure that all the work is done in accordance with the prescribed method Shift all responsibility for planning and organizing work from the worker to the manager

HENRY FORDS CASE

Son of a poor Irish immigrant was born in 1863 and grew up on a farm in Michigan. He was fascinated by machinery and was skilled in repairing and improving almost any machine. He started the Ford Motor Company in 1903, the model T was built. Model T was to be for the masses- a car that virtually anyone could afford. High Volume and Low Cost was his strategy.

Ford focused on efficiency, mechanizing where ever possible and breaking down task into smallest components. A worker would perform the same task over and over, producing not a finished part but one of the operations necessary for the production of the whole. The first Model T took over 12.5 hours to produce, 12 years later in 1920 Ford was producing one Model T every minute.

FRANK AND LILLIAN GILBRETH

Construction Contractor by trade Best known for their experiments to eliminate wasteful hand-and-body motions. Experiments carried out by analyzing the bricklayers job and successfully reduced the movements.

GENERAL ADMINISTRATIVE THEORISTS

HENRY FAYOLS 14 PRINCIPLES OF MGT:

Division of work Authority Discipline Unity of command Unity of Direction Subordination of individual interests to the general interest. Remuneration

Centralization Scalar Chain Order Equity Stability Initiative Esprit de Corps

Webers Ideal Bureaucracy

Jobs broken down into simple,routine and well defined task

Division of Labour Career Oriented

Managers are career professionals, not owners of units they manage.

Impersonality

Uniform application of rules and controls, not according to personalities.

Formal Rules and Regulations Formal Selection

System o written rul and standard operating procedure

Authority hierarchy

People selected for jobs based on technical qualifications.

Positions organized in a hierarchy with a clear chain of command.

Behavioural Theories
Emphasise

the importance of attempting to understand the various factors that affect human behaviour in organisations.

The Hawthorne Studies Mary Parker Follett & Elton Mayo

Operational Research :

Systems Model:
The Organizational System: Managerial subsystem Psychosocial subsystem Structural subsystem Goals and values subsystem Technical subsystem Sociotechnical systems

Contingency Management

Peters and Watermans basic practices of excellently managed companies 1. A for action Project teams tend to be small, fluid, adhoc and problem/action focused Communications Complex problems are tackled through a willingness to shift resources to where they are needed to encourage fluidity and action

2. Close to the customer 3. Autonomy and entrepreneurship 4. Productivity through people 5. Hands-on, value driven 6. Stick to the knitting 7. Simple form, lean staff 8. Simultaneous loose/tight propeerties

Unitary & Pluralist Perspectives