unit 2 mcp-l

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Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000

Unit 2Unit 2

Development & Evolution of Management

Development & Evolution of Management

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Evolution of Management thought-Classical Approach

Also known as Functional approach, Empirical approach and Management process approach.

Its main features are:1. Mgt is viewed as systematic network of various functions.

2. Based on the experience of the managers, mgt thoughts were developed.

3. Universal application of management.

4. Education, economic efficiency & training were emphasized.

5. Formal organization structure.

6. People are motivated by economic gains.

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Advantages of Classical approach1. Focuses on what managers actually do.

2. Highlights the universal nature of management.

3. Scientific basis for managerial practice.

4. Plays important role in conducting future research in the area of management.

But suffers from the following limitations:

1. Ignores environment.

2. Relies too much on past experience.

3. Oversimplified assumptions

4. Mechanistic framework

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Pillars of classical approach

BureaucracyScientific managementAdministrative theory

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Bureaucracy

Max Weber, a German Social scientist, developed the concept of bureaucracy.

He analyzed the formal system of organization and administration to ensure effectiveness and efficiency.

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Bureaucratic PrinciplesBureaucratic Principles

A BureaucracyA Bureaucracyshould haveshould have

Written rulesWritten rules

System of taskSystem of taskrelationshipsrelationships

Hierarchy ofHierarchy ofauthorityauthority

Fair evaluationFair evaluation and rewardand reward

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Key features of BureaucracyKey features of Bureaucracy Division of work Rules, Standard Operating Procedures (SOPs), &

Norms used to determine how the firm operates. Hierarchy of authority Technical competence Record keeping Impersonal relations

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BureaucracyAdvantages

SpecializationStructure Rationality Predictability Democracy

Disadvantages

Rigidity Goal displacement Impersonality Compartmentalisation of

activities.Paperwork Empire building Red tape

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Scientific Management theoryScientific Management theoryModern management began in the late 19th century.

Organizations were seeking ways to better satisfy customer needs.

Machinery was changing the way goods were produced.

Managers had to increase the efficiency of the worker-task mix.

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Job specializationJob specializationAdam Smith, 18th century economist, found firms manufactured pins in two ways: Craft -- each worker did all steps. Factory -- each worker specialized in one step.

Smith found that the factory method had much higher productivity. Each worker became very skilled at one, specific

task.Breaking down the total job allowed for the division of labor.

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Scientific ManagementScientific Management

Defined by Frederick Taylor, late 1800’s.The systematic study of the relationships between people and tasks to redesign the work for higher efficiency. Taylor sought to reduce the time a worker spent on

each task by optimizing the way the task was done.

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The 4 Principles The 4 Principles Four Principles to increase efficiency:

1. Study the way the job is performed now & determine new ways to do it. Gather detailed, time and motion information. Try different methods to see which is best.

2. Codify the new method into rules. Teach to all workers.

3. Select workers whose skills match the rules set in Step 2.

4. Establish a fair level of performance and pay for higher performance. Workers should benefit from higher output.

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Problems of Scientific ManagementProblems of Scientific ManagementManagers often implemented only the increased output side of Taylor’s plan. They did not allow workers to share in increased

output. Specialized jobs became very boring, dull. Workers ended up distrusting Scientific

Management.Workers could purposely “under-perform”Management responded with increased use of machines.

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Major schools of mgt thoughtsMgt process school – mgt as a process of getting things

done with people operating in organized groups. Empirical school – mgt is the study of experience Human relations – mgt is centred on inter personal

relations.Social system school – views mgt as a social systemDecision theory school – scientific approach to decision.Mathematical school Systems approach schoolContingency approach school

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Fayol’s PrinciplesFayol’s PrinciplesHenri Fayol, developed a set of 14 principles:

1. Division of Labor: allows for job specialization. Fayol noted firms can have too much specialization leading to

poor quality and worker involvement.

2. Authority and Responsibility: Fayol included both formal and informal authority resulting from special expertise.

3. Unity of Command: Employees should have only one boss.

4. Line of Authority: a clear chain from top to bottom of the firm.

5. Centralization: the degree to which authority rests at the very top.

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Fayol’s PrinciplesFayol’s Principles

6. Unity of Direction: One plan of action to guide the organization.

7. Equity: Treat all employees fairly in justice and respect.

8. Order: Each employee is put where they have the most value.

9. Initiative: Encourage innovation.

10. Discipline: obedient, applied, respectful employees needed.

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Fayol’s PrinciplesFayol’s Principles

11. Remuneration of Personnel: The payment system contributes to success.

12. Stability of Tenure: Long-term employment is important.

13. General interest over individual interest: The organization takes precedence over the individual.

14. Esprit de corps: Share enthusiasm or devotion to the organization.

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Behavioral ManagementBehavioral ManagementFocuses on the way a manager should personally manage to motivate employees.

Mary Parker 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.

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The Hawthorne StudiesThe Hawthorne StudiesStudy of worker efficiency at the Hawthorne Works of the Western Electric Co. during 1924-1932. Worker productivity was measured at various

levels of light illumination. Researchers found that regardless of whether

the light levels were raised or lowered, productivity rose.

Actually, it appears that the workers enjoyed the attention they received as part of the study and were more productive.

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Theory X and YTheory X and YDouglas McGregor proposed the two different sets of worker assumptions. Theory X: Assumes the average worker is lazy,

dislikes work and will do as little as possible. Managers must closely supervise and control through

reward and punishment. Theory Y: Assumes workers are not lazy, want to

do a good job and the job itself will determine if the worker likes the work. Managers should allow the worker great latitude, and

create an organization to stimulate the worker.

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Theory X v. Theory YTheory X v. Theory Y

Theory YTheory Y

Employee is not Employee is not lazylazy

Must create work Must create work setting to build setting to build initiativeinitiative

Provide authority Provide authority to workersto workers

TheoryTheory X X

Employee is lazyEmployee is lazy

Managers mustManagers must closely superviseclosely supervise

Create strict rules Create strict rules & defined & defined rewardsrewards

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Theory ZTheory ZWilliam Ouchi researched the cultural differences between Japan and USA. USA culture emphasizes the individual, and managers

tend to feel workers follow the Theory X model. Japan culture expects worker committed to the

organization first and thus behave differently than USA workers.

Theory Z combines parts of both the USA and Japan structure. Managers stress long-term employment, work-group, and

organizational focus.

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Management ScienceManagement ScienceUses rigorous quantitative techniques to maximize resources.Quantitative management: utilizes linear

programming, modeling, simulation systems.Operations management: techniques to analyze all

aspects of the production system.Total Quality Management (TQM): focuses on

improved quality.Management Information Systems (MIS): provides

information about the organization.

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Organization-Environment TheoryOrganization-Environment TheoryConsiders relationships inside and outside the organization. The environment consists of forces, conditions, and

influences outside the organization.Systems theory considers the impact of stages:Input: acquire external resources.Conversion: inputs are processed into goods and

services.Output: finished goods are released into the

environment.

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Systems ConsiderationsSystems Considerations

An open system interacts with the environment. A closed system is self-contained. Closed systems often undergo entropy and lose

the ability to control itself, and fails.Synergy: performance gains of the whole surpass the components. Synergy is only possible in a coordinated system.

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The Organization as an Open SystemThe Organization as an Open System

InputInput StageStage

RawRawMaterialsMaterials

ConversionConversionStageStage

MachinesMachinesHuman skillsHuman skills

OutputOutputStageStage

GoodsGoodsServicesServices

Sales of outputsSales of outputsFirm can then buy inputsFirm can then buy inputs

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The Organization as an Open System

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Contingency TheoryContingency Theory

Assumes there is no one best way to manage. The environment impacts the organization and

managers must be flexible to react to environmental changes.

The way the organization is designed, control systems selected, depend on the environment.

Technological environments change rapidly, so must managers.

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StructuresStructuresMechanistic: Authority is centralized at the top. (Theory X) Employees closely monitored and managed. Very efficient in a stable environment.

Organic: Authority is decentralized throughout employees. (Theory Y) Much looser control than mechanistic. Managers can react quickly to changing

environment.

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Management By Objective (MBO)

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Management By Objectives (MBO)

“objective are goals, aims or purposes that organisation wish over varying periods of time.

Designed by Peter Drucker, MBO is a method whereby managers and employees define objectives for every department, project, and person and use them to monitor subsequent performance.

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MBO is a program that encompasses: specific goals participatively set for an explicit time period with feedback on goal progress

MBO operationalizes the concept of objectives by devising a process by which objectives cascade down through the organization.

According to Drucker, mgt has two imp functions:

1.Innovation

2.Marketing

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He said modern org are knowledge based firms and their workers are knowledge workers.

Org to achieve the purpose & mission follow:

1.Make the work productive & worker achieving

2.Effective mgt of social responsibilityAcc to him, objectives shd be set all the KRAs.MBO shd be done together by superior & subordinates.

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Federalism

Drucker also propounded Federalism.It involves centralised control in a decentralised structure.It makes top mgt devote for policy making.Defines functions & responsibilities of employees.Creates yardstick for measure their performance.Continuity in educating the employees.

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Coordination

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Meaning & definition

In every organisation, different types of work are performed by various groups and no single group can be expected to achieve the goals of the organisation as a whole.

Hence, it becomes essential that the activities of different work groups and departments should be harmonised.

This function of management is known as ‘co-ordination’.

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Acc to E F L Brech, Coordination is balancing & keeping

together the team by ensuring suitable allocation of task to the various members and seeing that tasks are performed with due harmony among the members themselves.

It is the centre point of managerial tasks.

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Characteristics of CoordinationRepresents core functionPurpose is to achieve common objectiveContinuous process.It is the result of concerted (combined) action.

PRINCIPLES OF COORDINATION

1.Early start

2.Direct personal contact

3.Continuity

4.Integration

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Need for coordination

Increasing specialization Empire buildingHarmony within the groupTo attain common interest between mgt & worker.

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Types of coordination

Internal & ExternalVertical & Horizontal Procedural & Substantive (General & specific)

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Techniques of Coordination

Sound planning Simplified organisationEffective communication Effective supervision Associated department

unit 2 mcp-l

Documents

management process approach

area of management

empirical approach

universal nature of

functional approach

higher efficiency

empirical school mgt

bureaucracy maxweber