management business management. unit objectives define management identify the functions of a...
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Management
Business Management
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Unit Objectives
Define Management
Identify the functions of a manager
Analyze different levels of management
Determine the skills of a manager
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Analyze the history of management
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Management is the process of accomplishing the goals of an organization through the effective use of people and other resources.
What is Management?
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Businesses need to determine whether they are doing the right things and doing the right things well!
1.Effectiveness: making the right decisions regarding what products and services to offer customers and how to produce and deliver them (quality)
2.Efficiency: producing the needed goods or services quickly at low cost (increased output & productivity)
Companies that provide products or services at the lowest cost while maintaining desired quality will
succeed!Good managers focus on both!
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History of Management
1880 Scientific
Management
1929 Taylorism
1932 Hawthorne
Studies
1946 Organizationa
l Development
1954 Hierarchy of
Needs
1960 Theory X Theory Y
1978 Excellence
1990 Learning Organization
2000 Business Process
Management
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Frederick Taylor decides to time each and every worker at the Midvale Steel Company. His view of the future becomes highly accurate:
In scientific management the managers were elevated while the workers' roles were negated.
"Science, not rule of thumb," said Taylor.
The decisions of supervisors, based upon experience and intuition, were no longer important. Employees were not allowed to have ideas of responsibility.
1880 Scientific Management1929 Taylorism
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MAJOR CONTRIBUTORS FREDERICK WINSLOW TAYLOR (1856-1915)
FRANK GILBERTH (1868-1924) & LILLIAN GILBERTH(1878-1972)
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Taylor insisted that management itself would have to change and further, that the manner
of change could be determined only by scientific study.
Hence, term ‘Scientific Management’ evolved.
Taylor suggested that decisions based on rules of thumb and tradition be replaced with
precise procedures developed after careful study of individual situations
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SCIENTIFIC MANAGEMENT
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FRANK B GILBRETH & LILLIAN M GILBRETH
Followers of Taylor
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Frank B Gilbreth (1868-1924) pioneered time and motion study and arrived at many of his management techniques independently of Taylor
.
He stressed efficiency and was known for his quest for “one best way” to do work.
His work had great impact on medical surgery by drastically reducing the time patients spent on
operating table.
He invented a device – ‘MICRO CHRONOMETER’ in order to record workers movement and the
amount of time spend to done a job
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On the basis of their study and experiments Frank give shape to 17 principles known as
“Therblig”
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Criticism
Did not appreciate the social context of work and higher needs of workers.
Did not acknowledge variance among individuals.
Tended to regard workers as uninformed and ignored their ideas
for suggestions
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Between 1924 and 1933, research teams from Harvard University conducted field studies on worker productivity at the Western Electric Hawthorne plant near Chicago
The experiments initially concentrated on the relationship
between productivity and work place lighting. To the researchers' surprise, both more and less light created higher productivity levels.
Sociologist Mayo joined the experiments in early 1928 and realized that the workers chosen for the experiment were accorded higher status by their co-workers. The increased performance was due to their increased motivation.
1932 Hawthorne studies
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Henri Fayol
Father of Organizational Development
Viewed management as a profession that can be trained and developed.
First one to analyze the functions of management
o Henri Fayol(1841-1925)
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(B) Fayol described management as a scientific process built up of five immutable elements: Planning, Organizing, Commanding, Coordinating, Controlling
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Henri Fayol contributed to this movement by developing the 14 management principles and management functions.
These principals are still used today
Organizational Development
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Fayol’s Principles Fayol’s Principles Henri Fayol, developed a set of 14 principles:1. Division of Labour: work should be divided among
individuals based upon the skills of the workforceJob specialization leads to increased productivity
2. Authority and Responsibility: managers must be able to give orders and take responsibility of those orders
3. Discipline: employees must obey and respect the rules the govern the organization.
4. Scalar Chain: a clear chain from top to bottom of the firm
5. Centralization: the degree to which authority rests at the very top
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Fayol’s PrinciplesFayol’s Principles
6. Unity of Direction: One plan of action to guide the organization.
7. Unity of Command: Employees should have only one boss.
8. Order: Each employee is put where they have the most value.
9. Initiative: Encourage innovation.
10. Equity: Treat all employees fairly in justice and respect.
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Fayol’s PrinciplesFayol’s Principles
11. Remuneration of Personnel: The payment system contributes to success.
12. Stability of Tenure: Long-term employment is important.
13. General interest over individual interest: The organization takes precedence over the individual.
14. Esprit de corps: ‘Union is strength’- refers to harmony & mutual understanding among the members of an organization.
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CLASSICAL APPROACH SCIENTIFIC MANAGEMENT THEORY
FREDERICK W.TAYLOR (1856-1915) - FATHER OF SCIENTIFIC MANAGEMENT
ANALYSED MANAGEMENT SCIENTIFICALLY TO FIND OUT THE MOST EFFICENT WAY TO DO A JOB - “ONE BEST WAY” TO DO THE JOB.
ORGANIZATIONAL DEVELOPMENT MANAGEMENT THEORY
HENRI FAYOL (1841- 1925) - FATHER OF MODERN MANAGEMENT
ANALYSED MANAGEMENT AS A UNIVERSAL PROCESS OF PLANNING,ORGANIZING, COMMANDING,COORDINATI-NG& CONTROLLING. ALSO INTRODUCED FOURTEEN PRINCIPLES OF MANAGEMENT.
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Taylor’s viewed management from the bottom up◦ Increasing productivity of the individual worker
Fayol viewed management from the top down◦ Creating guidelines for managing complex
organizations
Taylor Vs. Fayol
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Business process management (BPM) is a systematic approach to making an organization's workflow more effective, more efficient and more capable of adapting to an ever-changing environment. A business process is an activity or set of activities that will accomplish a specific organizational goal.
Business Process Management BPM
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Management Basics
Top Managers
Middle Managers
First Line Managers
Operational Employees
Managerial Levels
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Technical •Proficiency in a specific activity•Hard Skills
Interpersonal •Human Skills
Conceptual •See the organization as a total entity
Diagnostic •Investigate problems
Political •Effective to obtain power and prevent others from taking it away
Five Key Managerial Skills
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First Line ManagementTechnical skills are most important
for first line employees
Conceptual
Human
Technical
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Top ManagementConceptual skills, setting the
strategic direction of the organization are most important to
top management
Technical
Human
Conceptual
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Physical Resources Human Resources
Financial Resources Information Resources
Resources used by Managers
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Functional Managers- supervise the work of employees engaged in specialized activities, such as accounting, sales or information systems
General Managers- responsible for the work of several different groups that perform a variety of functions.
Types of Managers
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Planning Organizing Leading Controlling
4 Functions of a Manager