Modern Management 9 th edition

1. . Modern Management9th edition

2. . 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 • 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

3. THE CLASSICAL APPROACH . Classical approach to management Lower-level management analysis Comprehensive analysis of management MAJOR CONTRIBUTORS Frederick W. Taylor Frank and Lillian Gilbreth Henry L. Gantt MAJOR CONTRIBUTOR Henri Fayol Division of classical approach to management into two areas and the major contributors to each area Figure 2.1

4. THE CLASSICAL APPROACH . • Lower-Level Management Analysis • Scientific management • Frederick W. Taylor • Work at Bethlehem Steel Co. • Frank Gilbreth and Lillian Gilbreth • Motion study • Henry L. Gantt • Scheduling Innovation • Rewarding Innovation

5. THE CLASSICAL APPROACH . Partial Results for One of Gilbreth’s Bricklaying Motion Studies Table 2.1 # 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.

6. THE CLASSICAL APPROACH . • Comprehensive Analysis of Management • Henri Fayol • General principles: • 1. Division of work 8. Centralization • 2. Authority (Responsibility) 9. Scalar chain • 3. Discipline 10. Order • 4. Unity of command 11. Equity • 5. Unity of direction 12. Stability of tenure of personnel • 6. Subordination of individual to general interests 13. Initiative • 7. Remuneration 14. Esprit de corps • Limitations of the Classical Approach

7. THE BEHAVIORAL APPROACH . • The Hawthorne Studies • Relay Assembly Test • Bank Wiring Observation • Recognizing the Human Variable • The Human Relations Movement • Human relations skill

8. THEMANAGEMENTSCIENCEAPPROACH . • The Beginning of the Management Science Approach • Observe • Construct • Deduce • Test • Management Science Today • Characteristics of Management Science Applications

9. THE CONTINGENCY APPROACH . • Main challenges of using the contingency approach: • Perceiving • Choosing • Implementing

10. THE SYSTEM APPROACH . • Systems • Types of Systems • Closed system • Open system

11. 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

12. THE SYSTEM APPROACH . • The Management System • Major parts: • Organizational input • Organizational process • Organizational output

13. THE SYSTEM APPROACH . Input Process Output Environment Customers Competitors Government Suppliers The open management system Figure 2.2

14. THE SYSTEM APPROACH . • Information for Management System Analysis • Triangular management • Three primary sources: • Classical approach • Behavioral approach • Management science approach

15. THE SYSTEM APPROACH . Input Process Output Environment CLASSICALLY-BASED INFORMATION MANAGEMENT SCIENCE-BASED INFORMATION Customers Competitors Government Suppliers BEHAVIORALLY-BASED INFORMATION Triangular management model Figure 2.3

16. 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

17. Chapter Two ? Questions