Evolution of Management Thought II [Compatibility Mode]

8/2/2019 Evolution of Management Thought II [Compatibility Mode]

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EVOLUTION OF MANAGEMENTTHOUGHT


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MODERN MANAGEMENT

THEORY

a. Quantitative Approach

b. Systems Approach

c. Contingency Approach

BEHAVIORAL APPROACH

a. Hawthorne Experiments &Human Relation Approach

b. Behavioral ScienceApproach

Elton Mayo

Douglas McGregor,Maslow, Lewin,

Operation research specialists of USA,UK

Organizational system theories,codering,Kenneth etc.

Tom Burns, Stalker, Woodward,

Paul Lawrence

CLASSICAL APPROACHa. Scientific Management

b. Administrative Theory ofManagement

c. Bureaucratic Organization

F.W.Taylor, Grantt, Gilberth Emerson

Henri Fayol, Sheldon Mooney, ParkerFoolet

Max Weber

, ,

DEVELOPMENT OF MANAGEMENT

THOUGHTS


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BEHAVIORAL APPROACH

HUMAN RELATION MOVEMENT

BEHAVIORAL SCIENCE APPROACH


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Hawthorne Studies A SERIES OF STUDIES DONE DURING THE 1920S AND

1930S THAT PROVIDED NEW INSIGHTS INTO GROUP

NORMS AND BEHAVIORS

HAWTHORNE EFFECT

SOCIAL NORMS OR STANDARDS OF THE GROUP

WORK BEHAVIOR.

CHANGED THE PREVALENT VIEW OF THE TIMETHAT PEOPLE WERE NO DIFFERENT THAN

MACHINES.


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HAWTHORNE STUDIES

ILLUMINATION EXPERIMENT

RELAY ASSEMBLY TEST ROOM EXPERIMENT

MASS INTERVIEW PROGRAMME


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ILLUMINATION EXPERIMENT

EXPERIMENT TO FIND OPTIMAL LEVEL OF

LIGHTINGWORK GROUPS OF 6, IN SEPARATE ROOMS

EXPERIMENTAL GROUP & CONTROL GROUP

FINDINGS: INCREASING BRIGHTNESS RAISES

PRODUCTIVITY

REDUCING BRIGHTNESS RAISES PRODUCTIVITY MEMBERS OF THE CONTROL GROUP ALSO

INCREASED PRODUCTIVITY


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RELAY ASSEMBLY TEST ROOM

EXPERIMENT

DESIGNED TO DETERMINETHE EFFECT OF CHANGESIN VARIOUS JOBCONDITIONS ON GROUP


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BANK WIRING OBSERVATION

ROOM STUDY

FEAR OF UNEMPLOYMENT

FEAR OF RAISING STANDARDS

PROTECTION OF SLOWER WORKERS


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FINDINGS OF HAWTHORNE

EXPERIMENTS

SOCIAL FACTORS IN OUTPUT

INFORMAL GROUP

COMMUNICATION & CONSULTATION

EMPLOYEE BEHAVIOR AND CONFLICT


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HAWTHORNE EXPERIMENTS

LESSONS

For managers, the importance of Teams, not just individuals

Workers arent machines, they make choices, and theirchoices are affected b how others treat them

These findings contributed to the development of thehuman relationsapproach to management


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CONCLUSIONS OF HAWTHORNE STUDIESCONCLUSIONS OF HAWTHORNE STUDIES

ENVIRONMENTAL FACTORS NOT THE SOLE FACTORSENVIRONMENTAL FACTORS NOT THE SOLE FACTORSAFFECTING PRODUCTIVITYAFFECTING PRODUCTIVITY

WORKER IS NOT AN ECONOMIC MAN (NOT PURELYWORKER IS NOT AN ECONOMIC MAN (NOT PURELYMOTIVATED BY MONEY ALONE)MOTIVATED BY MONEY ALONE)IMPORTANCE OF RECOGNITION, SECURITY AND MORALEIMPORTANCE OF RECOGNITION, SECURITY AND MORALEIMPORTANCE OF INFORMAL GROUPIMPORTANCE OF INFORMAL GROUP

COMPLAINTS AS SYMPTOMSCOMPLAINTS AS SYMPTOMS

Mayo with his studies made a great impact on theMayo with his studies made a great impact on thedevelopment of management thoughtdevelopment of management thought


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Human Resources Approach

MARY PARKER FOLLETT BELIEVED THAT ORGANISATIONS SHOULD BE BASED

ON GROUP RATHER THAN INDIVIDUALISM

MANAGERS JOB TO HARMONISE AND COORDINATEGROUP EFFORTS

NOTION OF POWER WITH RATHER THAN POWER

COMBINING DIVERSE TALENT INTO SOMETHINGBIGGER

MANAGERS AND WORKERS SHOULD VIEWTHEMSELVES AS PARTNERS- AS A PART OF COMMONGROUP.


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Human Resources Approach

CHESTER BARNARD SAW ORGANIZATIONS AS SOCIAL SYSTEMS THAT

REQUIRE HUMAN COOPERATION

BELIEVED THAT ORGANISATIONS ARE MADE UP OFPEOPLE WITH INTERACTING SOCIAL RELATIONSHIPS

EXPRESSED HIS VIEWS IN HIS BOOK THEFUNCTIONS OF THE EXECUTIVE(1938)

MANAGERS MAJOR FUNCTION IS TO COMMUNICATEAND STIMULATE SUBORDINATES TO HIGHER LEVELSOF EFFORTS

ORGANISATIONS SUCCESS DEPENDED ON PEOPLEAND INSTITUTIONS WITH WHOM ORGANISATION

INTERACTS REGULARLY. INTRODUCED THE IDEA TO EXAMINE THE EXTERNAL

ENVIRONMENTAND ADJUST THE ORGANISATION TOMAINTAIN A STATE OF EQUILIBRIUM.


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The Human Relations Movement

Pyramid


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CRITICAL EVALUATION OF HUMAN

RELATION MOVEMENT

UNSCIENTIFIC

DOUBTFUL VALIDITY

OVERCONCERN WITH HAPPINESS

ANTI INDIVIDUALISTIC

NEGATIVE VIEW OF CONFLICT


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BEHAVIOURAL APPRAOCH

SYSTEMATIC AND SCIENTIFIC ANALYSIS OF

HUMAN BEHAVIOUR WITH A VIEW TO DETERMINE CAUSES OF WORKING

BEHAVIOUR OF INDIVIDUALS


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PSYCHOLOGY (INDIVIDUAL HUMAN BEHAVIOUR)

SOCIOLOGY (HUMAN BEHAVIOUR IN GROUPS)

ANTHROPOLOGY (PHYSICAL,CULTURAL.

BEHAVIOURAL SCIENCE


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BEHAVIOURAL APPRAOCH

ORGANISATION A SOCIAL-TECHNICAL SYSTEM

INDIVIDUAL DIFFERENCES IN TERMS OF PERSONALITY ,ATTITUDE, BELIEFS, VALUES AND PERCEPTIONS

INTEGRATION OF INDIVIDUAL GOALS WITH

ORGANISATION GOALS

CONFLICT AND COOPERATION CO-EXIST


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HUMAN RELATION

APPROACH1. Confined to humanisation andsocialisation of organisation byrecognizing human side

2. Believes that organisation is a social psychological system

3. Mainly concerned with human aspectand considers all individuals ashuman beings

BEHAVIOURALAPPROACH

1.1. AimsAims atat studyingstudying andand analysinganalysing humanhuman

behaiourbehaiour systematicallysystematically

2.2. AssumesAssumes thatthat organisationorganisation isis aa socialsocial

technicaltechnical systemsystem

3.3. RecognisesRecognises individualindividual differencesdifferences inintermsterms ofof background,background, personality,personality, valuesvalues

goalsgoals ,, aspirationsaspirations pavingpaving wayway forfor

devisingdevising differentdifferent motivationalmotivational processprocess

forfor themthem4. us ra es a sa s ac on

provided to employees by givingeconomic incentives and improvingthe working conditions will lead tohigher productivity

5. Based on the assumption that conflictsshould be totally removed as they

appear6. Limited in scope,deals only with a set

of economic, social and psychologicalneeds and physical workingconditions which contribute to higherefficiency

4.4. BelievesBelieves thatthat widewide rangerange ofof variablesvariablesthatthat affectaffect workingworking behaviourbehaviour ofof

employeesemployees

5.5. RealisesRealises thatthat conflictsconflicts areare boundbound toto cropcrop

andand toto somesome extendextend produceproduce constructiveconstructive

effecteffect

6.6. broadbroad inin scope,concernedscope,concerned withwith technicaltechnicalaspectaspect ofof jobjob designdesign ,, groupgroup dynamicsdynamics ,,leadership,leadership, communication,communication, motivationmotivation


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THE QUANTITATIVE

APPROACH

OPERATIONS RESEARCH (MANAGEMENT

SCIENCE) EVOLVED OUT OF THE DEVELOPMENT OF

MATHEMATICAL AND STATISTICAL SOLUTIONS TO

MILITARY PROBLEMS DURING WORLD WAR II.

INVOLVES THE USE OF STATISTICS, OPTIMIZATIONMODELS, INFORMATION MODELS, AND COMPUTER

SIMULATIONS TO IMPROVE MANAGEMENT DECISION

MAKING FOR PLANNING AND CONTROL.


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PLANS

Objectives

Policies

INPUTS

Information

Energy

PROCESS

Conversionof inputs intooutputs

OUTPUTS

Goods

and

Programmes

Schedules

Methods

machinesystems

Goals & Plans Resource Production Saleable

Products

SYSTEMS MANAGEMENT


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THE SYSTEMS APPROACH

ORGANISATION AS A UNIFIED AND PURPOSEFULSYSTEM

PARTS AND COMPONENTS ARE CALLEDSUBSYSTEMS

SYNERGY

EACH SYSTEM HAD A BOUNDARY OPEN AND CLOSED SYSTEMS

BUSINESS ENTERPRISE AS OPEN AND DYNAMICSYSTEM

ORGANISATIONAL SURVIVAL DEPENDS ONSUCCESSFUL INTERACTIONS WITH EXTERNALENVIRONMENT


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CLOSED SYSTEM : A SYSTEM THAT ISNOT INFLUENCED BY AND DOES NOT

INTERACT WITH ITS ENVIRONMENT

OPEN SYSTEM: A SYSTEM THAT

DYNAMICALLY INTERACTS WITH

ITS ENVIRONMENT


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CONTINGENCY APPROACH

MANAGEMENT ACTIONS ARE CONTINGENT ON

CERTAIN ACTIONS OUTSIDE THE SYSTEM OR

SUBSYSTEM

BECAUSE OF THE SPECIFIC ORGANISATION-

ENVIRONMENT RELATIONSHIP,NO ACTION CAN BE


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MODERN MANAGEMENT

THOUGHT


DYNAMIC

MULTI-DIMENSIONAL

MULTI-MOTIVATED

MULTI-DISCIPLINARY

MULTI-VARIABLE

ADAPTIVE


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MENTVARIABLES


ENVIRONMENTAL VARIABLES

MANAG


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CONTINGENCY VARIABLES

ORGANISATIONAL SIZE

TASK TECHNOLOGY

ENVIRONMENTAL UNCERTAINTY


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SYSTEMS APPROACH

1. Treats all organization alikeirrespective of their size,cultural setting and analysisof organizations dynamics

2. An organisation is a goaloriented system consisting of

interdependent & interactingsubsystems

3. Appears to be neutral and


1. Treats each organization asunique entity.

2. Oranisations & environmentare complex.Applicability &

effectiveness of anytechnique depends on thenature and behaviour ofspecific situation

3. It rejects blind application of

universality of classicalprinciples of management

4. Stresses upon the synergeticeffect of organization andthe external inputs

5. Vague and complex

principles without regards to

situational realities

4. Relates organizationstructure and design to theenvironment

5. Pragmatic and actionoriented

Evolution of Management Thought II [Compatibility Mode]

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