Management Theories Flashcards
Classical Theorists
Taylor, Fayol, Weber
Behavioural Theorists
Follett, Mayo and Roethlisberger, McGregor, Argyris
Taylor - Scientific Management
- Often referred to as the “father of scientific management.”
- Goal: Eliminate human variability to find the most efficient way to complete tasks.
- Draw inspiration from Frank and Lillian Gilbreth’s motion study.
- Motion study: Breaks tasks down into basic physical motions to optimise efficiency.
Four Principles;
Develop a “science” that includes rules of motion, standardized work
implements, and proper working conditions for every job.
Carefully select workers with the right abilities for the job
Carefully train workers to do the job and give them incentives to cooperate
with the job “science.”
Support workers by carefully planning their tasks and by smoothing the way as they do their work.
Fayol - Administrative Principles
Henri Fayol identified five important rules for management that support the four main functions: planning, organizing, leading, and controlling.
Henri Fayol’s Five Rules:
1. Foresight: Think ahead and make plans for the future.
2. Organization: Arrange and use resources to carry out the plans.
3. Command: Lead, choose, and assess workers to ensure they work effectively towards the plan.
4. Coordination: Bring together different efforts and share information to solve problems.
5. Control: Ensure things go as planned and make corrections when needed.
Fayol also believed that management could be taught and aimed to improve its quality.
Weber - Bureaucratic Organization
- In German society, employees sometimes got authority roles not because they were good at their job, but because they were from important families.
- Max Weber thought he could fix this by creating something called a bureaucracy.
- A bureaucracy is all about being logical, organised, and having authority that people agree is fair.
Characteristics of the bureaucracy:
Hierarchical Management Structure
Division of Labour
Formal Selection Process
Career Orientation
Formal Rules and Regulations
Impersonality/Fair
Follett - Organizations as Communities
- Organizations as Communities: Follett saw organizations as places where managers and workers should collaborate closely.
- Equality of Contributions: She believed that everyone in the organization, regardless of their role, was equally important.
- Empowerment and Cooperation: Follett preferred empowering workers and promoting cooperation rather than controlling them.
- Constructive Conflict Resolution: She suggested resolving conflicts through discussion and mutual understanding rather than dominance or compromise.
Follett’s ideas are still important today, especially in areas like employee ownership, ethics, and social responsibility in business.
Mayo + Roethlisberger - Hawthorne Studies
Hawthorne Theory of Management:
- Productivity is not solely determined by physical conditions but also by management’s concern for employee welfare.
- Pay attention to employees’ grievances and concerns through extensive interviewing programs.
- Experiment with various factors like lighting, work breaks, and pay incentives to understand their impact on productivity.
Key Takeaways:
- Employee productivity is influenced by both tangible and intangible factors.
- Managers should prioritize creating a supportive work culture and fostering positive relationships among team members.
- Recognizing and addressing employees’ social and psychological needs can lead to improved performance and organizational success.
McGregor - X and Y Theory
Theory X:
- Assumes people dislike work and need to be closely controlled.
- Managers using this theory tend to micromanage and use strict supervision.
- People are seen as lazy and need to be coerced into working.
Theory Y:
- Assume people enjoy work and are self-motivated.
- Managers trust employees to take initiative and be creative.
- People are seen as capable and responsible, needing autonomy and support.
Argyris -Personality and Organization
- Argyris contrasts traditional bureaucratic management with the needs and capabilities of mature adults.
- Common problems like absenteeism and low morale may indicate a mismatch between management practices and adult needs.
- Argyris argued that managers who treat employees as responsible adults achieve the highest productivity.
- Argyris’s theory emphasizes the importance of aligning management practices with the psychological needs and capabilities of adults for optimal organizational performance.
Quantitative Analysis
Quantitative Analysis Theory Overview:
1. Problem Identification: A problem arises within the organization.
2. Data Collection: Data related to the problem is gathered and analyzed.
3. Mathematical Analysis: Mathematical calculations and models are applied to the collected data.
4. Solution Identification: An optimal solution is identified based on the analysis.
- Benefits of Quantitative Analysis:
- Provides a systematic approach to problem-solving.
- Helps in making informed decisions based on empirical evidence.
- Enhances organisational performance and resource management.
Total Quality management
Total Quality Management (TQM)** is a strategic approach that integrates quality principles into all aspects of organizational operations, with a primary focus on meeting customer needs and achieving excellence from the outset.
Key Components of TQM:
1. Customer Focus: Prioritizing understanding and meeting customer needs.
2. Continuous Improvement: A commitment to constantly enhancing processes and practices.
3. Employee Involvement: Engaging employees at all levels in quality improvement initiatives.
4. Process-Oriented Approach: Emphasizing the importance of efficient and effective processes.
5. Data-Driven Decision Making: Utilizing data and metrics to inform decision-making processes.
6. Leadership Commitment: Demonstrating top management’s dedication to quality principles.
7. Supplier Relationships: Collaborating closely with suppliers to ensure quality standards are met.
8. Total Participation: Encouraging involvement and commitment to quality at every level of the organization.
9. Benchmarking: Comparing organizational performance against industry best practices to identify areas for improvement.
10. Customer Satisfaction: Striving to exceed customer expectations and ensure their satisfaction.
Mintzberg - 10 Roles Filled by Management
Interpersonal Roles:
Figurehead, Liaison, Leader
Informational Roles:
Monitor, Disseminator, Spokesperson
Decisional Roles:
Entrepreneur, Disturbance handler, Resource Allocator, Negotiator
Katz - Management Skills
conceptual skills, human skills, technical skills
Define and understand each of the three skills (conceptual, human, technical). How can they be applied to a scenario?
Good management means having three important skills: knowing your job well (technical), getting along with people (interpersonal), and understanding the big picture (conceptual).
Just because someone is great with computers doesn’t mean they can run the whole company.
