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Chapter 2

History of management

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Farhana Mitu
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37 views17 pages

Chapter 2

History of management

Uploaded by

Farhana Mitu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 17

Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter
Management
2 History

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–1
Hall
Learning Outcomes
Follow this Learning Outline as you read and
study this chapter.
1. Historical Background Of Management.
2. Classical Approach.
3. Quantitative Approach.
4. Behavioral Approach
5. Contingency/Contemporary Approach

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–2
Hall
Historical Background
of Management
• Ancient Management
Egypt (pyramids) and China (Great Wall)
Venetians (floating warship assembly lines)
• Adam Smith
Published The Wealth of Nations in 1776
• Industrial Revolution

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–3
Hall
Exhibit 2–1 Major Approaches to
Management

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–4
Hall
Scientific
Management
• Fredrick Winslow Taylor
The “father” of scientific management
Published Principles of Scientific Management
(1911)
Says “Management is a science.
There is one best way and one best
person to do the task. I love
efficiency and I love to study people
at work. Management should be an
academic discipline.” (He had a
point…)

His work influenced:


Bringing psychology
Copyright © into Inc.
2010 Pearson Education, thePublishing as Prentice
Hall
workplace Gantt Chart and
Exhibit 2–2 Taylor’s Scientific Management Principles

1. Develop a science for each element of an individual’s work, which


will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to ensure that all work
is done in accordance with the principles of the science that has
been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all work for
which it is better fitted than the workers.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–6
Hall
General Administrative
Theory
• Henri Fayol
Principles of
Management

• Max Weber
Developed a theory of authority based on an
ideal type of organization (bureaucracy)
Emphasized rationality, predictability, impersonality,
technical competence, and authoritarianism

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–7
Hall
Exhibit 2–3 Fayol’s 14 Principles
of Management
1. Division of work 7. Remuneration

2. Authority 8. Centralization

3. Discipline 9. Scalar chain

4. Unity of command 10. Order

5. Unity of direction 11. Equity

6. Subordination of 12. Stability of tenure


individual interests of personnel
to the general 13. Initiative
interest
14.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice
Esprit de corps
2–8
Hall
Exhibit 2–4 Weber’s Bureaucracy

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–9
Hall
Quantitative Approach
to Management
• Quantitative Approach
Evolved from mathematical and statistical methods
developed to solve WWII military logistics and
quality control problems
British and American military had developed techniques using
math/stats to plan for attacks, convoy sizes, bombing raids,
etc…
Focuses on improving managerial decision making by
applying:
Statistics, optimization models, information models, and
computer simulations
Computers do most of this work today
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice
2–10
Hall
Exhibit 2–5 What Is Quality
Management?
Intense focus on the customer

Concern for continual

improvement Process-focused

Improvement in the quality of everything

Accurate measurement

Empowerment of employees
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice
2–11
Hall
Understanding
Organizational Behavior
• Organizational Behavior (OB)
People are the MOST important asset of
an organization or firm (True or False?)

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–12
Hall
The Hawthorne
•Studies
A series of productivity experiments conducted
at Western Electric from 1924 to 1932.

•Experimental findings
Productivity unexpectedly increased under imposed
adverse working conditions.
The effect of incentive plans was less than
expected.

•Research conclusion
Social norms, group standards and attitudes more
strongly influence individual output and work
Hall
behavior
Copyright thanInc.do
© 2010 Pearson Education, monetary
Publishing as Prentice incentives. 2–13
Exhibit 2–7 The Organization as an Open
System

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–14
Hall
Implications of the Systems
Approach
• Coordination of the organization’s parts is
essential for proper functioning of the entire
organization.
• Decisions and actions taken in one area of the
organization will have an effect in other areas of
the organization.
• Organizations are not self-contained and,
therefore, must adapt to changes in their
external environment.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice
2–15
Hall
The Contingency
Approach
• Contingency Approach Defined
Also sometimes called the situational approach.
There is no one universally applicable set of
management principles (rules) by which to manage
organizations.
Organizations are individually different, face
different situations (contingency variables), and
require different ways of managing.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice


2–16
Hall
Exhibit 2–8 Popular Contingency
Variables
• Organization size
• As size increases, so do the problems of coordination.
• Routineness of task technology
• Routine technologies require organizational structures,
leadership styles, and control systems that differ from
those required by customized or non-routine
technologies.
• Environmental uncertainty
• What works best in a stable and predictable environment
may be totally inappropriate in a rapidly changing and
unpredictable environment.
• Individual differences
• Individuals differ in terms of their desire for growth,
autonomy, tolerance of ambiguity, and expectations.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice
2–17
Hall

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