modern management 9 th edition
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. Modern Management 9 th edition. Ü Objectives. An understanding of the classical approach to management An appreciation for the work of Frederick W. Taylor, Frank and Lillian Gilbreth, Henry L. Gantt, and Henri Fayol An understanding of the behavioral approach to management - PowerPoint PPT PresentationTRANSCRIPT
© Prentice Hall, 2002 2 - 1
Modern Management9th edition
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© Prentice Hall, 2002 2 - 2
Objectives
• An understanding of the classical approach to management
• An appreciation for the work of Frederick W. Taylor, Frank and Lillian Gilbreth, Henry L. Gantt, and Henri Fayol
• An understanding of the behavioral approach to management
• An understanding of the studies at the Hawthorne Works and the human relations movement
• An understanding of the management science approach to management
• An understanding of how the management science approach has evolved
• An understanding of the system approach to management
• Knowledge about the learning organization approach to management
• An understanding of how triangular management and the contingency approach to management are related
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THE CLASSICAL APPROACH
Figure 2.1Division of classical approach to management into two areasand the major contributors to each area
Classicalapproach tomanagement
Lower-levelmanagement
analysis
Comprehensiveanalysis of
management
MAJOR CONTRIBUTORSFrederick W. Taylor
Frank and Lillian GilbrethHenry L. Gantt
MAJOR CONTRIBUTORHenri Fayol
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THE CLASSICAL APPROACH
Lower-Level Management Analysis
Scientific management
Frederick W. TaylorWork at Bethlehem Steel Co.
Frank Gilbreth and Lillian GilbrethMotion study
Henry L. GanttScheduling InnovationRewarding Innovation
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THE CLASSICAL APPROACH
Table 2.1 Partial Results for One of Gilbreth’s Bricklaying Motion Studies
# Wrong Way Right Way Pick and Dip Method: Exterior 4 Inches (Laying to the Line)
1 Step for mortar Omit On the scaffold, the inside edge of the mortar box should be plumb with the inside edge of the stock platform. On the floor, the inside edge of the mortar box should be 21 inches from the wall.Mortar boxes should never be over 4 feet apart.
2 Reach for mortar Reach for mortar Do not bend any more than absolutely necessary to reach mortar with a straight arm.
3 Work up mortar Omit Provide mortar of the right consistency. Examine sand screen and keep it in repair so that no pebbles can get through. Keep tender on scaffold to temper up and keep mortar worked up right.
4 Step for brick Omit If tubs are kept 4 feet apart, no stepping for brick will be necessary on scaffold. On the floor, keep brick in a pile not nearer than 1 foot or more than 4 feet 6 inches from wall.
5 Reach for brick Included in 2 Brick must be reached for at the same time that the mortar is reached for, and picked up at exactly the same time the mortar is picked up. If it is not picked up at the same time, allowance must be made for operation.
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THE CLASSICAL APPROACH
Comprehensive Analysis of ManagementHenri Fayol
General principles:1. Division of work 8. Centralization2. Authority (Responsibility) 9. Scalar chain3. Discipline 10. Order4. Unity of command 11. Equity5. Unity of direction 12. Stability of tenure of personnel6. Subordination of individual to general interests 13. Initiative7. Remuneration 14. Esprit de corps
Limitations of the Classical Approach .
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THE BEHAVIORAL APPROACH
The Hawthorne Studies
Relay Assembly Test
Bank Wiring Observation
Recognizing the Human Variable
The Human Relations Movement
Human relations skill .
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THE MANAGEMENT SCIENCE APPROACH
The Beginning of the Management Science Approach
ObserveConstructDeduceTest
Management Science Today
Characteristics of Management Science Applications
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THE CONTINGENCY APPROACH
Main challenges of using the contingency approach:
Perceiving
Choosing
Implementing
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THE SYSTEM APPROACH
Systems
Types of Systems
Closed system
Open system
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THE SYSTEM APPROACH
Systems and “Wholeness”
System wholeness analysis guidelines:
Whole is the main focus with parts secondary
Integration is the key variable
Modifications weighed in relation to other parts
Each part has some role to perform
Whole determines part and its function
All analysis starts with existence of the whole
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THE SYSTEM APPROACH
The Management System
Major parts:
Organizational input
Organizational process
Organizational output
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THE SYSTEM APPROACH
Figure 2.2The open management system
Input
Process
Output
Environment
Customers
Competitors
Government
Suppliers
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THE SYSTEM APPROACH
Information for Management System Analysis
Triangular management
Three primary sources:
Classical approach
Behavioral approach
Management science approach
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THE SYSTEM APPROACH
Figure 2.3Triangular management model
Input
Process
OutputEnvironment
Customers
Competitors
Government
SuppliersCLASSICALLY-BASED IN
FORMATION
MANAGEMENT SCIENCE-BASED INFORMATION
BEHAVIORALLY-BASED INFORMATION
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THE SYSTEM APPROACH
Learning Organization: A New Approach?
Building a learning organization entails:
Systems thinking
Shared vision
Challenging of mental models
Team learning
Personal mastery
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Chapter Two
Questions