Chapter 4: Historical Foundations of Management

Management, 7e

Schermerhorn

Prepared by

Michael K. McCuddy

Valparaiso University

John Wiley & Sons, Inc

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Chapter 4

Historical Foundations of Management

Planning ahead—study questions

What can be learned from classical management thinking?

– What ideas were introduced by the human resource approaches?

What is the role of quantitative analysis in management?

– What is unique about the systems view and contingency thinking?

– What are continuing management themes of the 21st century?

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Chapter 4

Major Schools of Management Thought

Classical management approaches …

– Developing universal principles for use in various management situations.

Behavioral management (or human resources) approaches …

– Human needs, the work group, and social factors in the workplace.

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Chapter 4

Major Schools of Management Thought

Quantitative management approaches …

– Use of mathematical techniques for management problem solving.

Modern approaches …

– Systems and contingency views of organizations.

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What can be learned from classical management thinking?

Classical approaches to management include:

Scientific management

Administrative principles

Bureaucratic organization

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What can be learned from classical management thinking?

 Scientific management (Frederick Taylor)

Develop rules of motion, standardized work implements, and proper working conditions for every job.

Carefully select workers with the right abilities for the job.

– Carefully train workers to do the job and provide proper incentives.

– Support workers by carefully planning their work and removing obstacles.

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What can be learned from classical management thinking?

Scientific management (the Gilbreths)

– Motion study

• Science of reducing a job or task to its basic physical motions.

Eliminating wasted motions improves performance.

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What can be learned from classical management thinking?

 Administrative principles (Henri Fayol)—rules of management

– Foresight—to complete plan of action for the future.

– Organization—to provide and mobilize resources to implement the plan.

Command—to lead, select, and evaluate workers to get the best work toward the plan.

– Coordination—to fit diverse efforts together, ensure information is shared and problems solved.

– Control—to make sure things happen according to plan and to take necessary corrective action.

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What can be learned from classical management thinking?

 Administrative principles (Henri Fayol)—key principles of management

– Scalar chain—there should be a clear and unbroken line of communication from the top to the bottom of the organization.

– Unity of command—each person should receive orders from only one boss.

– Unity of direction—one person should be in charge of all activities with the same performance objective.

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What can be learned from classical management thinking?

Administrative principles (Mary Parker

Follett)

– Groups and human cooperation

• Groups are mechanisms through which individuals could combine their talents for a greater good.

• Organizations as cooperating “communities” of managers and workers.

• Manager’s job is to help people in the organization cooperate and achieve an integration of interests.

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What can be learned from classical management thinking?

Administrative principles (Mary Parker

Follett)

– Forward-looking management insights

• Employee ownership creates sense of collective responsibility (precursor of employee ownership, profit sharing, and gain-sharing)

• Business problems involve variety of inter-related factors (precursor of systems thinking)

Private profits relative to public good (precursor of managerial ethics and social responsibility)

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What can be learned from classical management thinking?

Bureaucratic organization (Max Weber)

Bureaucracy

• An ideal, intentionally rational, and very efficient form of organization.

Based on principles of logic, order, and legitimate authority.

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What can be learned from classical management thinking?

 Characteristics of bureaucratic organizations:

– Clear division of labor

Clear hierarchy of authority

– Formal rules and procedures

– Impersonality

Careers based on merit

 Possible disadvantages of bureaucracy:

Excessive paperwork or “red tape”

– Slowness in handling problems

Rigidity in the face of shifting needs

Resistance to change

– Employee apathy

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What ideas were introduced by the human resource approaches?

Behavioral management (or human resource) approaches include:

– Hawthorne studies

– Maslow’s theory of human needs

– McGregor’s Theory X and Theory Y

– Argyris’s theory of adult personality

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What ideas were introduced by the human resource approaches?

 Hawthorne studies

Initial study examined how economic incentives and physical conditions affected worker output.

No consistent relationship found.

– “Psychological factors” influenced results.

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What ideas were introduced by the human resource approaches?

Hawthorne studies

Relay assembly test-room studies

• Manipulated physical work conditions to assess impact on output

• Designed to minimize the “psychological factors” of previous experiment

Factors that accounted for increased productivity

– Group atmosphere

– Participative supervision

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What ideas were introduced by the human resource approaches?

Hawthorne studies

– Employee attitudes, interpersonal relations and group processes

Some things satisfied some workers but not others.

• People restricted output to adhere to group norms.

Lessons

• Social and human concerns as keys to productivity.

Hawthorne effect—people who are singled out for special attention perform as expected.

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What ideas were introduced by the human resource approaches?

Maslow’s theory of human needs

– A need is a physiological or psychological deficiency a person feels compelled to satisfy.

Need levels

• Physiological

Safety

• Social

Esteem

• Self-actualization

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What ideas were introduced by the human resource approaches?

Maslow’s theory of human needs

Deficit principle

• A satisfied need is not a motivator of behavior.

Progression principle

• A need becomes a motivator once the preceding lower-level need is satisfied.

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What ideas were introduced by the human resource approaches?

 McGregor’s Theory X assumes that workers:

– Dislike work

Lack ambition

Are irresponsible

Resist change

Prefer to be led

 McGregor’s Theory Y assumes that workers are:

Willing to work

– Capable of self control

– Willing to accept responsibility

– Imaginative and creative

Capable of selfdirection

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What ideas were introduced by the human resource approaches?

McGregor’s Theory X and Theory Y

– Managers create self-fulfilling prophesies.

Theory X managers create situations where workers become dependent and reluctant.

Theory Y managers create situations where workers respond with initiative and high performance.

• Central to notions of empowerment and selfmanagement.

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What ideas were introduced by the human resource approaches?

Argyris’s theory of adult personality

– Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality.

– Management should accommodate the mature personality.

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What ideas were introduced by the human resource approaches?

Argyris’s theory of adult personality

Management practices consistent with the mature adult personality:

Increasing task responsibility

• Increasing task variety

Using participative decision making

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What is the role of quantitative analysis in management?

 Management science (operations research) foundations

Scientific application of mathematical techniques to management problems

– Techniques and applications include:

• Mathematical forecasting

• Inventory modeling

• Linear programming

• Queuing theory

Network models

• Simulations

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What is the role of quantitative analysis in management?

Quantitative analysis today

– Use of staff specialists to help managers apply techniques.

– Software and hardware developments have expanded potential quantitative applications to managerial problems.

– Good judgment and appreciation for human factors must accompany use of quantitative analysis.

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What is unique about the systems view and contingency thinking?

 Systems thinking

System

• Collection of interrelated parts that function together to achieve a common purpose.

– Subsystem

• A smaller component of a larger system .

Open systems

• Organizations that interact with their environments in the continual process of transforming resource inputs into outputs.

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What is unique about the systems view and contingency thinking?

Contingency thinking

Tries to match managerial responses with problems and opportunities unique to different situations.

• Especially individual or environmental differences.

– No “one best way” to manage.

Appropriate way to manage depends on the situation.

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What are continuing management themes of the 21st century?

Quality and performance excellence

Managers and workers in progressive organizations are quality conscious.

Quality provides competitive advantage.

Total quality management (TQM)

• Comprehensive approach to continuous quality improvement for a total organization.

Creates context for the value chain.

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What are continuing management themes of the 21st century?

 Eight attributes of performance excellence:

A bias toward action

Closeness to the customer

– Autonomy and entrepreneurship

– Productivity through people

– Hands-on and value-driven

Sticking to the knitting

Simple form and lean staff

Simultaneous loose-tight properties

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What are continuing management themes of the 21st century?

 Global awareness

Pressure for quality and performance excellence is created by a highly competitive global economy.

Has fostered increasing interest in new management concepts.

Process engineering

• Virtual organizations

• Agile factories

• Network firms

Adoption of Theory Z management practices.

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What are continuing management themes of the 21st century?

 Contemporary businesses must learn to become learning organizations.

 Learning organization success depends on:

– Culture that emphasizes information, teamwork, empowerment, participation, and leadership.

– Leadership that emphasizes motivation and rewards, communication, conflict and negotiation, teamwork, and change management.

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What are continuing management themes of the 21st century?

In the 21

st

century managers must be:

A global strategist

– A master of technology

A consummate politician

A leader/motivator

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