APPROACHES TO
MANAGEMENT
CLASSICAL APPROACHES
SCIENTIFIC MANAGEMENT
MENTAL REVOLUTION
BUILD A BODY OF KNOWLEDGE
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SEPARATE PLANNING AND DOING
ONE BEST WAY - TIME & MOTION STUDIES
SELECT AND TRAIN
REWARD FOR PERFORMANCE
COOPERATE
CLASSICAL APPROACHES
GENERAL ADMINISTRATION
HENRI FAYOL
– 14 PRINCIPLES
– UNIVERSAL APPLICATION
CLASSICAL APPROACHES
GENERAL ADMINISTRATION
IDEAL BUREAUCRACY - WEBER
– Division of labor
– Authority and hierarchy
– Formal rules and regulations
– Impersonality
– Career orientation
BEHAVIOR APPROACHES
HUMAN RELATIONS
HAWTHORNE STUDIES - MAYO
ACCEPTANCE AUTHORITY
THEORY X, THEORY Y
BARNARD - COMMUNICATIONS
BEHAVIOR APPROACHES
HUMAN RESOURCES
HUMANS ARE VALUABLE ASSETS
HUMAN ASSET ACCOUNTING
QUANTITATIVE APPROACHES
OPERATIONS MANAGEMENT
MANAGEMENT SCIENCE
“NEWER” APPROACHES
PROCESS APPROACH
SYSTEMS APPROACH
CONTINGENCY THEORY
JAPANESE MANAGEMENT
PARTICIPATION
LIFE-LONG EMPLOYMENT
THEORY Z
PARTICIPATION
– Japanese Society = Homogeneous
– U.S. Society = Heterogeneous
LIFE-LONG EMPLOYMENT
– In Japan, Japanese, male, under 55
TOTAL QUALITY MANAGEMENT
CUSTOMER FOCUS
CONTINUAL IMPROVEMENT
QUALITY
MEASUREMENT - SPC
EMPOWERMENT
TQM “failed?”
ONLY PHYSICAL QUALITY
ONLY CONTINUAL IMPROVEMENT
ONLY MEASUREMENT - SPC
ONLY EMPOWERMENT
ONLY EMPLOYEE INVOLVEMENT
EMPOWERMENT?
SAME AS “PROPER” DELEGATION OF
AUTHORITY?
PROBLEM WHEN IT BECOMES A “PROGRAM”
– WORKSHOP
– NOTEBOOK
– NOT PART OF COMPANY LIFE
RE-ENGINEERING?
COMPLETELY RE-DESIGN
– STUDY
– “RATIONALIZE”
USED AS:
– EXCUSE TO FIRE PEOPLE?
– CUT “ACROSS THE BOARD?”
THEME: HISTORY
USEFUL CONCEPTS IN EVERY APPROACH
PROBLEMS WHEN
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APPLIED AS THE ANSWER
APPLIED ONE PART
APPLIED INCORRECTLY
BECAME A FAD
THEME: HISTORY
UNDERSTAND THEORIES, CONCEPTS,
TOOLS
APPLY PROPERLY
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WHEN
WHERE
WHY
HOW
WHEN/WHY TO NOT APPLY