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28 views14 pages

Edited Robbins PPT02

Uploaded by

tanvirsiddique
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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8th edition

Steven P. Robbins
Mary Coulter

PowerPoint Presentation by Charlie Cook


Copyright © 2005 Prentice Hall, Inc.
All rights reserved.
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
❖ Advocated the division of labor (job specialization) to
increase the productivity of workers
• Industrial Revolution
➢ Substituted machine power for human labor
➢ Created large organizations in need of management

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–6


Development of Major Management Theories

Exhibit 2.1
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–7
Major Approaches to Management
• Scientific Management
• General Administrative Theory
• Quantitative Management
• Organizational Behavior
• Systems Approach
• Contingency Approach

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–8


Scientific Management
• Fredrick Winslow Taylor
➢ The “father” of scientific management
➢ Published Principles of Scientific Management (1911)
❖ The theory of scientific management
– Using scientific methods to define the “one best way” for a
job to be done:
• Putting the right person on the job with the correct tools
and equipment.
• Having a standardized method of doing the job.
• Providing an economic incentive to the worker.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–9


Taylor’s Five Principles of Management
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.
5. Management takes over all work for which it is better fitted than the
workers.

Exhibit 2.2
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–10
Scientific Management (cont’d)
• Frank and Lillian Gilbreth
➢ Focused on increasing worker productivity through
the reduction of wasted motion
➢ Developed the microchronometer to time worker
motions and optimize performance
• How Do Today’s Managers Use Scientific
Management?
➢ Use time and motion studies to increase productivity
➢ Hire the best qualified employees
➢ Design incentive systems based on output

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–11


General Administrative Theorists
• Henri Fayol
➢ Believed that the practice of management was distinct
from other organizational functions
➢ Developed fourteen principles of management that
applied to all organizational situations
• Max Weber
➢ Developed a theory of authority based on an ideal
type of organization (bureaucracy)
❖ Emphasized rationality, predictability, impersonality,
technical competence, and authoritarianism

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–12


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 interest of personnel.
to the interests of
13. Initiative.
the organization.
14. Esprit de corps.
Exhibit 2.3
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–13
Weber’s Ideal Bureaucracy

Exhibit 2.4
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–14
The Systems Approach
• System Defined
➢ A set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.
• Basic Types of Systems
➢ Closed systems
❖ Are not influenced by and do not interact with their
environment (all system input and output is internal).
➢ Open systems
❖ Dynamically interact to their environments by taking in
inputs and transforming them into outputs that are
distributed into their environments.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–19


The Organization as an Open System

Exhibit 2.6
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–20
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 © 2005 Prentice Hall, Inc. All rights reserved. 2–22


Popular Contingency Variables
• Organization size
• Routineness of task technology
• Environmental uncertainty
• Individual differences

Exhibit 2.7
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 2–23

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