msc pom management theory oct 11th
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BUSI1442
CONTACTDETAILS
MattStewart
Email: [email protected]
Directorofaspecialisthousebuildingandconsultancycompany
S ecialisin inener efficienthomes
Heritagerestorationprojects
PRINCIPLESOFMANAGEMENT Teachin ro ramme
AccessviaWebCT
Coursedetails
and
reading
list
Lecturehandouts
Academicpapers
Generala roachtomana ement
Assessment
Tutorialgroups
WEEK DATE LECTURE TOPIC
3 11th October I ntroduct ion to Managem ent Th inki ng
LECTURETIMETABLE
4 18th October Organisational Environment and Structure
5 25th O ct obe r Or ga ni sat io na l C ult ur e
6 1st November Strategy
7 8th November Hum an Resource Management
8 15th November Motivation 1
9 22nd November Mot ivation 2
10 29th NovemberGroups and Teams
11 6th DecemberLeadership
12 13th DecemberRecruitment and Selection & Performance
Appraisals
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GotoUniversit website STUDENTPORTAL
WebCTAccess
Login[studentidandpassword]
Gotomylearning
Gotomycourses
Listofcoursesonwhichyouareregistered
. .
[PrinciplesofManagement]
GENERAL APPROACH NORIGHTANSWER
Criticalandevaluative
Donotjustacceptwhatyouread,hearetc
Fullyjustifiedargument
Argumentmustbeproperlystructured
ASSESSMENT Task1.Or anisationalEnvironment
Due8th November
Task2.
Organisational
Strategy
Due13th December
TUTORIAL GROUPS Tutorial rou swillbelistedinSchoolRece tion
Studentdetailform
Endeavourto
ensure
no
clash
with
CORE
subjects
Cannotguaranteetodothesameforoptionchoices
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LEARNINGOUTCOMES
WhatISmana ement?
Thedevelopmentofmanagementthinking
Differentapproachestomanagement
ORGANISATIONSAND
MANAGEMENT Organ sat onsareasystemat carrangemento peop e
broughttogethertoaccomplishsomespecificpurpose
Organisationsin
one
form
or
another
are
anecessary
partofsociety
Servemanyimportantneeds
organisationshaveincreasingimpacton:
Individualsandgroupswithintheorganisation
Otherorganisations
Thecommunityandenvironment
Henceneedtostudyorganisationsandmanagement
Providesthefoundationsforallotherto icareasin
management
Organisationshave
existed
as
long
as
humans
Managementhasalsoexistedforthousandsofyearsbutformalstudiesonlysince1850s
Or anisationsandmana ementcannotbese arated
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MANAGEMENT
AS
AN
INTEGRATINGACTIVITY rocesso managementcoor natesact v t eso mem erso t e
organisation
Directed/guided towardsachievementoforganisationalgoals
Managementiscornerstoneofeffectiveness
PeopleareanessentialresourcebutNOTaphysicalresource
Peopleareindividualswiththeirownperception,feelingsand
a u es Managementhastointegrateeachindividualintoorganisation
andhenceneedsto:
Understandhumanbehaviourandpersonality
Understandworkorganisations
WHATIS
MANAGEMENT?
eprocesso ac ev nggoa se ec ve yan efficientlythroughandwithotherpeople Efficiency=doingthingscorrectly
Therelationshipbetweeninputsandoutputs
Minimiseresources
Effectiveness=doing
the
right
things
Goalattainment
ORGANISATIONALREVOLUTIONS Im licationsarever farreachin :
wayorganisationsdobusiness
waythey
are
structured
relationshipbetweenmanagementandworkers
HISTORICALPERSPECTIVE
Traditionalstructureofor anisationsin20thcentur
basedonmilitaryprinciple
commandand
control
managementstylefollowed
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TRADITIONALSTRUCTURE
TOP MANAGEMENT AT HQ Set strategy C
SENIOR SUBORDINATES/MANAGERS
DIRECT REPORTS:
and implement
procedures/tactics
Translate in to
operations
o
m
m
u
n
I
c
a
FUNCTIONS/DEPARTMENTS
FRONT LINE
OPERATIVESCarry out the work
tI
o
n
s
DISMANTLING
COMMAND
AND
CONTROL
Developmentssinceindustrialrevolution
sizeandcomplexityoforganisations
costofmanymanagementtiers
competition:slowresponse:1960svs1990s+
informationtechnology;effectonjobs;communications
horizontalstructures;
cross
functional
boundaries:
economicrecession:national,international
theglobalcompany
PEOPLEANDTHEREVOLUTION
Chan in relationshi swithcrucialstakeholderse. .employees
leadership
vs
management motivationvsinsecurityandfear
involvementandparticipationvscommand
Chan eandflexibilit
Teamwork
Thepsychologicalcontract
MAINAPPROACHESTOORGANISATIONS,
STRUCTUREANDMANAGEMENT
Classical
Emphasis on purpose,formal structure,hierarchy of managementand technical
i
1880s to 1940s
No one best design;structure, managementand success depend onmany variables
Contingency
1960s +
Integration of classicaland human relationsapproaches; socio-technical system;
i i i i
Systems
1950 1960s
Attention to socialfactors, groups,leadership,motivation, informal
i i
Humanrelations
1926 1936
requ rements organ sat on w th nexternal environment
organsaton,behaviour of people
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PREMODERN
ERA
Organisationalactivitiesandmanagementhaveexistedfor aongt me: Egyptianpyramids GreatWallofChina
ADAMSMITH:mostlyassociatedwitheconomics:WealthofNations1776. Economicadvantagesfromdivisionoflabour Used inmanufacturin asanexam le Increased
productivity
Improvedworkersdexterityandskill Laboursavinginventions/machinery
Applicationvisibletoday;jobspecialisation
INDUSTRIALREVOLUTION
1 80+inGreatBritain
CrossedtoUSAbyendofCivilWar
Machinepowerrapidlysubstitutedforhumanpower
Madeiteconomicaltomanufacturegoodsinfactories
Massproduction
Formationoflargeorganisationse.g.
Carnegie[steel]&Rockefeller[oil]
Alsolackofgovernmentregulation
CLASSICISTS Ta lor 18 6 1 1 Fa ol Moone &Reile Brechand
Weber
Emphasis
on: Planningofwork
Technicalrequirementsoftheorganisation
Principles(orrules!)ofmanagement
Assumptionofrationalandlogicalbehaviour
TAYLOR PrinciplesofScientificManagement(1911):
Developmentoftruescienceforeachpersonswork Scientificselection,traininganddevelopmentof
workers Cooperationwithworkerstoensureworkcarriedoutin
prescribedway Divisionofworkbetweenmanagementandworkers
Userestpausestocombatfatigue
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TAYLOR Fearsandreactionstotheories
Simpletasksforsimplepeople
Managementonlyoneswithbrains
Legaciesofhisapproach:
Workstudy
Organisationofwork
Paymentby
results
[piece
work]
Developmentofmassassemblylines
Majorimpetustomanagementthinking
FAYOL
Identifiedfivecomponentsofmanagement6
Planning
Organising
Coordinating
Commandin
Controlling
AlsoGilbrethandGantt
BUREAUCRACY Weber 1
Mainstudyintopower/authority
sideissuebureaucracy Hierarchyofauthority[top down]
Rightsanddutiesattachedtoposition;peopleknowwhatisexpectedofthem
Divisionoflabour
Ru esan proce ures
Documentation
Technicalcompetenceandrightqualifications
Separationofownershipfromcontrol/management
CRITICISMS Means[bureaucrac ]becomesmoreim ortanti.e.
paperwork
Dependenceupon symbols,rules
Initiativemaybestifledifideasnotinrulebook
Officiousbureaucraticbehaviour
Impersonalrelationsandlackofresponsiveness
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UK:
EARLY
INDUSTRIAL
PSYCHOLOGY MoreadvancedthaninUSA
1915:HealthofMunitionsWorkersCommittee Poorconditions
Lowproductivity,increasedaccidents,highabsenteeism
Recommendationstoreducehoursofwork
Improvementsinheatingandventilation
,
Betterhealthandwelfareprovision
BuildersTea:Anopportunityforteaisregardedasbeneficialbothtohealthandoutput.
HUMAN
RELATIONS
APPROACH 1920s:greatdepression
employees:humanrelations
Hawthorneexperiments192432,WesternElectricCompany(USA)
Illuminationexperiments
Relayassemblytestroom
InterviewingProgramme
Bankwiringobservationroom
Increasingproductivitybyhumanisingtheworkorganisation
FINDINGS Showedim ortanceof
workgroupsandleadership
communications
outputrestrictions
motivation
jobdesign
importanceofpersonnelmanagement
recognisedasoneofmostimportantstudies
peoplespsychological/social needs
improvingprocessofmanagement
complexneedsnotjustmoney
NEOHUMANRELATIONS Hawthornestudiesledto s cholo icala roach
Majorfocus
Adjustmentof
individual
in
organisation
Effectofgrouprelationships
Effectsofleadershipstyles
Maslow:Hierarch ofNeeds
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MASLOW:HierarchyofNeeds
social
esteem
actualisation
Physiological
safety
OTHER CONTRIBUTORS Herzberg
Hygienefactors;absence=discontent
Jobenvironment
Motivators;Present=content
McGregor
Managementstyleadopteddependsonattitudetohumannatureandbehaviouratwork
TheoryX:
Assumes
people
are
lazy,
dislike
work
and
must
be
coercedthroughacentralsystemoforganizationandauthority
TheoryY:Assumespeopleenjoywork,arecreative,canexerciseselfdirectionandwanttoacceptresponsibility.
SYSTEMSAPPROACH Attem tstoreconcilescientificandhumanrelations
approaches
Focuses
on: totalworkorganisation
interrelationshipsofstructureandbehaviour
rangeofvariableswithintheorganisation
contrastswiththeviewoforganisationsasbeingformedof separate,unconnectedparts
SYSTEMSTHEORY Anor anisationisano ens stem
continualinteractionwithexternalenvironment
multiple
channels
of
interaction sociotechnicalsystem:effectofchanges
Lon wall coalminin stud
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SYSTEMSVIEW
INPUTSpeople, raw materials,components, cash;information; management,strategy
FEEDBACKSales turnoverFinancial resultsCustomer surveys
PROCESSESProduction;Marketing;Recruitment training
Staff turnoverLegal actions
R&D
OUTPUTSProduct; servicesEmployment, RevenueProfits; taxes; waste
CONTINGENCYAPPROACH
Classicala roach=structure
humanrelations=people
contingencyallisimportant
extensionofsystemsapproach
nooneoptimumstate
environment
RELEVANCEofdifferenttheories Underlinediscursivenatureofsubject
bringstogetherdifferentideasforconsideration
assistsinorganisationanalysise.g.areproblems
structure,people
etc
selectivetosuitsituation
CAUTION!!! Iterative rocessandcom limentar NOTcom etitive
divisionintoapproachesisratherarbitrary
agreedthat
framework
necessary
but
form
is
different
dependingonview
approachesratherthanschoolsi.e.divisionscanbeblurred