Quản trị kinh doanh - Chapter 2: The evolution of management thinking

The Evolution of Management ThinkingChapter 21New Approach to ManagementSuccess accrues to those who learn howTo be leadersTo Initiate changeTo participate in and create organizations with fewer managers With less hierarchy that can change quickly2Management and OrganizationManagement philosophies and organization forms change over time to meet new needsSome ideas and practices from the past are still relevant and applicable to management today3Historical PerspectiveProvides a context or environmentDevelops an understanding of societal impactAchieves strategic thinkingImproves conceptual skillsSocial, political, and economic forces have influenced organizations and the practice of management4Forces Influencing Organizations and Management Social Forces - values, needs, and standards of behaviorPolitical Forces - influence of political and legal institutions on people & organizationsEconomic Forces - forces that affect the availability, production, & distribution of a society’s resources among competing users5Management Perspectives Over Time1930Humanistic Perspective19901890Classical194019502000Systems Theory20002010The Technology-Driven Workplace19902010The Learning Organization1970Contingency Views20001980Total Quality Management20001940Management Science Perspective199020101870Exhibit 2.1, p.446Classical Perspective: 3000 B.C.Rational, scientific approach to management – make organizations efficient operating machines Scientific Management Bureaucratic Organizations Administrative Principles7Scientific Management: Taylor 1856-1915General ApproachDeveloped standard method for performing each job.Selected workers with appropriate abilities for each job.Trained workers in standard method.Supported workers by planning work and eliminating interruptions.Provided wage incentives to workers for increased output.8Scientific ManagementContributionsDemonstrated the importance of compensation for performance.Initiated the careful study of tasks and jobs.Demonstrated the importance of personnel and their training.CriticismsDid not appreciate social context of work and higher needs of workers.Did not acknowledge variance among individuals.Tended to regard workers as uninformed and ignored their ideas9Bureaucracy OrganizationsMax Weber 1864-1920Prior to Bureaucracy OrganizationsEuropean employees were loyal to a single individual rather than to the organization or its missionResources used to realize individual desires rather than organizational goalsSystematic approach –looked at organization as a wholeEthical Dilemma: The Supervisor10Bureaucracy OrganizationsPositions organized in a hierarchy of authorityManagers subject to Rules and procedures that will ensure reliable predictable behaviorPersonnel are selected and promoted based on technical qualificationsAdministrative acts and decisions recorded in writingManagement separate from the ownership of the organizationDivision of labor with Clear definitions of authority and responsibilityExhibit 2.3, p. 4911Administrative PrinciplesContributors: Henri Fayol, Mary Parker, and Chester I. BarnardFocus: Organization rather than the individualDelineated the management functions of planning, organizing, commanding, coordinating, and controlling12Henri Fayol 1841-1925Division of laborAuthorityDisciplineUnity of commandUnity of directionSubordination of individual interest RemunerationCentralizationScalar chainOrderEquityStability and tenure of staffInitiativeEsprit de corps14 General Principles of Management 13Mary Parker Follett 1868-1933Importance of common super-ordinate goals for reducing conflict in organizationsPopular with businesspeople of her dayOverlooked by management scholarsContrast to scientific managementReemerging as applicable in dealing with rapid change in global environmentLeadership – importance of people vs. engineering techniquesEthics - Power - Empowerment14Chester Barnard 1886-1961Informal OrganizationCliquesNaturally occurring social groupingsAcceptance Theory of AuthorityFree willCan choose to follow management orders15Humanistic PerspectiveEmphasized understanding human behavior, needs, and attitudes in the workplaceHuman Relations MovementHuman Resources PerspectiveBehavioral Sciences Approach16Human Relations MovementEmphasized satisfaction of employees’ basic needs as the key to increased worker productivity17Hawthorne StudiesTen year studyFour experimental & three control groupsFive different testsTest pointed to factors other than illumination for productivity1st Relay Assembly Test Room experiment, was controversial, test lasted 6 yearsInterpretation, money not cause of increased outputFactor that increased output, Human Relations18Human Resource PerspectiveSuggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential19PhysiologicalSafetyBelongingnessEsteemSelf-actualizationAbraham Maslow’s Hierarchy of NeedsBased on needs satisfaction1908-1970Chapter 16 – Maslow in more detail20Dislike work –will avoid itMust be coerced, controlled, directed, or threatened with punishment Prefer direction, avoid responsibility, little ambition, want securityDo not dislike workSelf direction and self controlSeek responsibilityImagination, creativity widely distributedIntellectual potential only partially utilizedDouglas McGregor Theory X & YTheory X AssumptionsTheory Y Assumptions1906-196421Douglas McGregor Theory X & YFew companies today still use Theory XMany are trying Theory Y techniquesExperiential Exercise: Theory X and Theory Y Scale22Behavioral Sciences ApproachApplies social science in an organizational contextDraws from economics, psychology, sociology, anthropology, and other disciplinesUnderstand employee behavior and interaction in an organizational settingOD – Organization Development Sub-field of the Humanistic Management Perspective23Management Science PerspectiveEmerged after WW IIApplied mathematics, statistics, and other quantitative techniques to managerial problemsOperations Research – mathematical modelingOperations Management – specializes in physical production of goods or servicesInformation Technology – reflected in management information systems24Recent Historical TrendsSystems TheoryContingency ViewTotal Quality Management (TQM)25Systems View of OrganizationsExhibit 2.5, p. 5826Contingency View of ManagementExhibit 2.6, p. 59 Successful resolution of organizational problems is thought to depend on managers’ identification of key variations in the situation at hand27Elements of a Learning OrganizationLearning OrganizationOpen InformationEmpowered EmployeesTeam-Based StructureExhibit 2.7, p. 6128Types of E-CommerceBusiness-to-Consumer B2C Selling Products andServices OnlineBusiness-to-Business B2B Transactions Between OrganizationsConsumer-to-Consumer C2C Electronic Markets Created by Web-Based IntermediariesExhibit 2.8, p. 6329