Management tenth edition

Stephen P. Robbins Mary Coulter

Lecture Management
2 History

2–1
By Mrs. Paras Channar
 LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

•Historical Background of Management

• Explain why studying management history is important.
• Describe some early evidences of management practice.

•Scientific Management
• Describe the important contributions made by Fredrick
W. Taylor and Frank and Lillian Gilbreth.
• Explain how today’s managers use scientific
management.

2–2
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 L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

•General Administrative Theory

• Discuss Fayol’s contributions to management theory.
• Describe Max Weber’s contribution to management
theory.
• Explain how today’s managers use general administrative
theory.

•Quantitative Approach
• Explain what the quantitative approach has contributed
to the field of management.
• Discuss how today’s managers use the quantitative
approach.
2–3
© 2007 Prentice Hall, Inc. All rights reserved.
 L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

•Toward Understanding Organizational Behavior

• Describe the contributions of the early advocates of OB.
• Explain the contributions of the Hawthorne Studies to the
field of management.
• Discuss how today’s managers use the behavioral
approach.

•The Systems Approach

• Describe an organization using the systems approach.
• Discuss how the systems approach helps us
management.

2–4
© 2007 Prentice Hall, Inc. All rights reserved.
 L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

•The Contingency Approach

• Explain how the contingency approach differs from the
early theories of management.
• Discuss how the contingency approach helps us
understand management.

•Current Issues and Trends

• Explain why we need to look at the current trends and
issues facing managers.
• Describe the current trends and issues facing managers.

2–5
© 2007 Prentice Hall, Inc. All rights reserved.
Exhibit 2–1 Major Approaches to Management

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

2–6
 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

2–7
© 2007 Prentice Hall, Inc. All rights reserved.
 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 into the workplace
Gantt Chart and planning
Harvard University Offering Management
Degree
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 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 Hall

2–9
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

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2–10
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. Esprit de corps
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2–11
Exhibit 2–4 Weber’s Bureaucracy

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2–12
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
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2–13
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

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2–14
Understanding Organizational
Behavior
• Organizational Behavior (OB)
 People are the MOST important asset of an
organization or firm (True or False?)

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2–15
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 behavior
than do monetary incentives.
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2–16
Exhibit 2–7 The Organization as an Open
System

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2–17
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.
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2–18
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.

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2–19
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.
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2–20