Topic 1B Management Theory Flashcards
Classical Viewpoints: Scientific Management
- Pioneered by Frederick W. Taylor and the Gilbreths in early 1900s.
- Emphasized the scientific study of work methods to improve the productivity of individual workers.
- E.g. Time and motion studies
Classical Viewpoint: Scientific Management
- Pioneered by Federico W. Taylor and the Gilbert’s in early 1900s
- Emphasized the scientific study of work methods to improve the productivity of individual workers.
- E.g. Time and Motion studies
- Key assumption: people are rational
Classical Viewpoint: Administrative Management
- Common theme: concerned with managing the total organization
Key tools and ideas: - Clearly defined hierarchy of authority
- Formal procedures and rules
- Define management to include planning, organizing, leading, controlling, and coordinating
- Need for budgets and controls
Classical Viewpoint: Strengths
- Demonstrated that work activity can be managed by a rational approach
- It is possible to improve productivity through scientific methods
- Led to later innovations such as management by objectives and goal setting
Classical Viewpoint: Weakness
- Can be too mechanic
- Views workers as “cogs in a machine” with no consideration given to human needs for emotional satisfaction and well being
Behavioral Viewpoint
- Emphasized the importance of understanding human behavior and motivating employees toward achievement
- Developed over three phases:
1. Early behaviorism
2. The human relations movement
3. Behavioral science
Mayo Studies
Elton May (1880 to 1949)
- Mayo led a Harvard research group to conduct worker productivity studies at Western Electric’s Hawthorne (Chicago) plant in late 19020s.
Hawthorne Effect (Mayo’s Conclusion)
- Employees worked harder if they received added attention, and thought that managers cared about their welfare and that supervisors paid special attention to them.
Mayo Studies Importance
- Hawthorne studies were faulted for being poorly designed and not having enough empirical data to support conclusions
- They succeeded in drawing attention to the importance of “social man” (social beings) and how managers using good human relations could improve worker productivity
- This led the human relations movement in 1950s and 1960s
Human Relations Movement
- Proposed that better human relations between managers and workers could increase worker productivity
- Pioneered by Abraham Maslow (1908-1970) and Douglass MacGregor (1906-1964).
MacGregor’s Theory X
- Represents a pessimistic, negative view of workers.
- Workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led
MacGregor’s Theory Y
- Represents an optimistic, positive view of workers.
- Workers are considered capable of accepting responsibility, self-direction, self-control, and being creative.
MacGregor’s Theory X and Y
- The principal contribution offered by the Theories perspective is that it helps managers understand how their beliefs affect their behavior.
- E.g. Theory X managers are more likely to micromanage, which leads to employee dissatisfaction. These managers often believe employees are inherently lazy.
- Managers can be more effective by considering how their behavior is shaped by their expectations about human nature.
Behavioral Science Approach
- Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers.
- The disciplines of behavioral science include psychology, sociology, anthropology, and economics.
Quantitative Viewpoint
- Application to management of quantitative techniques, such as statistics and computer simulations
Includes: - Operations Management
- Evidence-based Management
Quantitative Viewpoint: Operations Management
Focuses on managing the production and delivery of an organization’s products or services more effectively.
Quantitative Viewpoint: Evidence-based Management
Entails translating principles based on best evidence (from research) into organizational practice, bring rationality to the decision-making process.
System Viewpoint:
- Regards the organization as a system of interrelated parts.
- By adopting this point of view, the organization can be seen as both a collection of subsystems making up the whole system and a part of the larger environment
- E.g. College
System Viewpoint: Four Parts of a System
- Inputs
-Transformational Processes - Outputs
- Feedback
System Viewpoint: Four Parts of a System- Inputs
- The people, money, information, equipment, and materials required to produce an organization’s goods or services.
- E.g. Jewelry designer: Design, money, artistic talent, gold and silver, tools, marketing expertise.
System Viewpoint: Four Parts of a System- Transformational Processes
- The organization’s capabilities in management and technology that are applied to converting inputs into outputs.
- E.g. Designer’s management skills (planning, organizing, leading, controlling), hold and silver smithing tools and expertise, website for marketing.
System Viewpoint: Four Parts of a System- Outputs
- The products, services, profits, losses, employee satisfaction or discontent, etc., produced by the organization.
- E.g. Gold and silver rings, earrings, bracelets, etc.
System Viewpoint: Four Parts of a System- Feedback
- Information about the reaction of the environment to the outputs, which affects the inputs.
- E.g. Web customers like African-style designs, dislike imitation Old English designs.
