management school of thoughts

8/12/2019 Management School of Thoughts

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History of Management Thought


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Schools of Management Thought


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Schools of Management ThoughtClassical School

Behavioral School

Management Science School


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Classical SchoolOne best way to manage

It is managements ob to ascertain the best

way to !erform a ob" then teach that

metho# to wor$ers% The same !hiloso!hya!!lies to running the organi&ation

'the managers ob(


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Scientific ManagementThe Scientific Metho# a!!lie# to wor$


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Scientific ManagementObservation

Measurement

)ogic

*nalysis


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Taylors , -rinci!les of Scientific

Management

.or$ metho#s shoul# be base# on scientific

observation / not rules of thumb%

Scientifically select" train" an# #evelo! eachwor$er

Coo!erate with wor$ers to ensure that

scientifically #evelo!e# metho#s are beingfollowe#%

Managers analy&e an# !lan wor$0 wor$ers

actually !erform the tas$s%


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Scientific Management+ran$ 1 )illian 2ilbreth

Motion 1 Time Stu#ies

Therbligs


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2ilbrethsBric$3laying


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2ilbrethsTime an# motion stu#ies

Brea$ing u! each ob action into itscom!onents 'Therblig(%

+in#ing better ways to !erform the action%

4eorgani&ing each ob action to be moreefficient%


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Scientific Management*!!lication of the Scientific Metho# to

wor$

Selection of the most ca!able wor$ers

-rovi#e resources to wor$ers


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.ebers -rinci!les of Bureaucracy5% +ormal authority comes from ones organi&ational

!osition 'Bureaucracy 6 rational !ower(

7% -ositions shoul# be hel# base# on merit" not social

stan#ing or !ersonal contacts% 'Brea$ with tra#itional

!ower(8ach !ositions res!onsibilities an# relationshi! to other

!ositions shoul# be clearly s!ecifie#% '4oles(

*uthority in a bureaucracy is hierarchical !ower%

Formalization = well-defined system of rules

o!erating !roce#ures" an# norms 6 control via rational!ower%


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Management of the Organi&ation.hile in the 9S Management focuses on in#ivi#ual

at

wor$In 8uro!e early theory 'that in 5:;


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Henri +ayols -rinci!les of

ManagementDivision of Labor: allows for ob s!eciali&ation%Authority and Responsibility:both formal an#

informal authority result from s!ecial e=!ertise%

Unity of Command: wor$ers have only one boss%Line of Authority: clear chain of comman#" to! to

bottom of the firm%

Centralization: #egree to which authority rests at the

to! of the organi&ation%Unity of Diretion: single !lan of action to gui#e the

organi&ation%

!"uity - The !rovision of ustice an# the fair an#im!artial treatment of all em!loyees%


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#rder:!lace wor$ers where most useful an#have career o!!ortunities%$nitiative: encourage em!loyees to act on their

own%

Disipline: wor$ers nee# to obeyRemuneration of %ersonnel:!ay what is fair%&tability of 'enure of %ersonnel: )ong3term

em!loyment is im!ortant

&ubordination of $ndividual $nterest to the Common $nterest: interest of organi&ation!riority!sprit de orps: Have enthusiasm


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Behavioral SchoolHuman 4elations School

2enesis was in an e=!eriment in

Scientific Management


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Behavioral SchoolHawthorne Stu#ies


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Hawthorne Stu#ies.or$ers were not reacting to the con#itions

of the e=!eriment

.or$ers were reacting to being inan

e=!eriment

Hawthorne 8ffect


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Maslows @ee# HierarchySelf actuali&ation

nee#s

8steem nee#s

Social nee#s

Safety nee#s

-hysiological nee#s


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Dou)las ()re)or

Theory X Theory Y

Most People dislikework

Work is a natural activitylike play.

Most People must becoerced and threatenedbefore they work.

People are capable of selfdirection and self control

Most people prefer tobe directed. They avoidresponsibility and havelittle ambition.

People become committedto organizational objectivesif they are rewarded indoing so.


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Classical vs% BehavioralTwo #iametrically o!!ose# views

.hich view #o you hol#A


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Management Science SchoolManagement Science is @OT the same as

Scientific Management

Originate# in the -olaris missile !roect


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Management Science* !roblem is #efine#" an# a mo#el of the

situation is #evelo!e#

The mo#el sim!lifies reality or re!resents

reality in an abstract manner


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Management ScienceSte! One? evelo! a mo#el of the

!roblem or situation

Ste! Two? uantify the variables


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Management Science* !olitically incorrect e=am!le


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Management Science *!!roach

*uantitative mana)ement + use of

mathematic mo#els" linear !rogramming"

simulation systems an# chaos theory tosolve management !roblems%

#perations mana)ement +techniDues

use# to analy&e all as!ects of the!ro#uction system%


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Management Science *!!roach3

Cont%'otal *uality (ana)ement ,'*( +

analy&ingin!ut" conversion" an# out!ut to

increase !ro#uct Duality%

(ana)ement $nformation &ystems ,($&

+!rovi#es information vital for effective

#ecision ma$ing


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Contingency *!!roach'here is no .one best way/0Organi&ing 'an# other( #ecisions that match the #eman#s of the

environment !rovi#e a#a!tation%


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So3.hat #oes a manager #oA

It #e!en#s on where they are in theorgani&ation?


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Roles of 'op (ana)er- (intzber)

1/ $nterpersonal Roles:Fi)urehead 2 represents or)anization and it3s

authorityLeader 2 has power to ma4e thin)s happen

Liaison 2 ma4es ontats with peers and othermana)ers

5/ $nformational Roles:6athers and proesses information

(onitor 2 san environment for relevant uesDisseminator 2 passes seleted information to those

who need to 4now&po4esperson 2 informs outsiders


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4oles of To! Managers /Cont%7/ Deisional Roles:!ntrepreneur 2 searhes for new idea to implement8

4eeps mental tra4 of their pro)ress

Disturbane handler 2 tries to 4eep onflits inbalane and arbitrates onflitResoure alloator 2 deides who )ets what

,resoures and power9 personal basis of deision-ma4in)

/ 'he $nte)rated ;ob of (ana)er:$mpliation for new mana)er 2 re"uirement for

networ4s of information$mpliation for 'eam (ana)ers 2 re"uirement for

i f ti h i

management school of thoughts

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