Management 002 Evolution

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Chapter 2

The Evolution of The Evolution ofManagementManagement

Hellriegel, Jackson, and SlocumMANAGEMENT: A Competency-Based ApproachSouth-Western College PublishingCopyright © 2002


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Learning Objectives After reading this chapter, you should be able to:

Describe the three branches of the traditional viewpoint of management:•

Bureaucratic

•

Scientific

•

Administrative

Explain the behavioral viewpoint’s contribution to management

Describe how managers can use systems and quantitative techniques to

improve employee performance

State the two major components of the contingency viewpoint

Explain the impact of the need for quality on management practices

2.1


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History of Management Thought

1890 1900 1910 1920 1930 1940 1950 1960 1970 11890 1900 1910 1920 1930 1940 1950 1960 1970 1 980 1990 2000980 1990 2000

TraditionalTraditional ViewpointViewpoint

QualityQuality ViewpointViewpoint

ContingencyContingency ViewpointViewpoint

SystemsSystems ViewpointViewpoint

BehavioralBehavioral ViewpointViewpoint

Adapted from Figure 2.1

2.2


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Hierarchical Organization Chart


Middle Manager Middle Manager

Top Manager Top Manager

First-Line Manager First-Line Manager First-Line Manager First-Line Manager

WorkGroup

WorkGroup

WorkGroup

WorkGroup

WorkGroup

WorkGroup

WorkGroup

WorkGroup

2.3


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Characteristics of Traditional Management

AdministrativeCharacteristics• Rules• Impersonality• Division of Labor • Hierarchy• Authority Structure• Lifelong Career

Commitment

• RationalityFocus• Whole Organization

TraditionalTraditionalManagementManagement

ScientificScientificManagementManagement

Adapted from Table 2.1

BureaucraticBureaucraticManagementManagement

AdministrativeCharacteristics• Training in routines and

rules• “One Best Way”• Financial Motivation

Focus• Employee

AdministrativeCharacteristics• Defining of management

functions• Division of Labor • Hierarchy• Authority• Equity

Focus• Manager

2.5


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Characteristics of Traditional Management (cont.)

BenefitsConsistencyEfficiency

DrawbacksRigiditySlowness

TraditionalTraditionalManagementManagement

ScientificScientificManagementManagement

Adapted from Table 2.1

BureaucraticBureaucraticManagementManagement

BenefitsProductivityEfficiency

DrawbacksOverlooks social needs

BenefitsClear structureProfessionalization ofmanagerial roles

DrawbacksInternal focus

Overemphasizes rational behavior of managers

2.6


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Basic Systems View of Organization

Environment


INPUTSHuman, physical,financial, andinformationresources

OUTPUTSProducts

andServices

TRANS-FORMATION

PROCESS

FeedbackFeedbackloopsloops

2.7


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Contingency Viewpoint Behavioral Viewpoint

How managers influence others:• Informal Group• Cooperation among employees• Employees’ social needs

Systems Viewpoint

How the parts fit together:• Inputs• Transformations• Outputs

Traditional Viewpoint

What managers do:• Plan• Organize• Lead • Control

Contingency Viewpoint Managers’ use of other viewpointsto solve problems involving:

• External environment• Technology• Individuals


2.8


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Importance of Quality


PositiveCompanyImage

Lower Costs &Higher MarketShare

DecreasedProductLiability

QUALITYQUALITY

2.09


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C h a p t e r

11 C h a p t e r

22Values, Attitudes, Emotions,

and Culture:

Values, Attitudes, Emotions,and Culture:

The Manager as a Person


13/53 McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Learning ObjectivesLearning Objectives

Describe the various personality traitsthat affect how managers think, feel, andbehave

Explain what values and attitudes areand describe their impact on managerial

action Appreciate how moods and emotions

influence all members of an organization McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.



Learning ObjectivesLearning Objectives

Describe the nature of emotionalintelligence and its role in managementDefine organizational culture andexplain how managers both create andare influenced by organizational culture



Personality TraitsPersonality Traits

Particular tendencies to feel, think, andact in certain ways that can be used todescribe the personality of every

individualManager’s personalities influence their

behavior and approach to managingpeople and resources



Big Five Personality TraitsBig Five Personality Traits

Figure 3.1



Manager’s and TraitsManager’s and Traits

No single trait is right or wrong forbeing an effective manager

Effectiveness is determined by acomplex interaction between the

characteristics of managers and thenature of the job and organization in

which they are working


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MeasuresMeasures




Extraversion – tendency to experience

positive emotions and moods and feelgood about oneself and the rest of theworldManagers high in extraversion tend to besociable, affectionate, outgoing and friendlyManagers low in extraversion tend to be lessinclined toward social interaction and have a

less positive outlook




Negative affectivity – tendency toexperience negative emotions andmoods, feel distressed, and be critical

of oneself and others




Agreeableness – tendency to get alongwell with othersManagers high in agreeableness are likable,

affectionate and care about othersManagers with low agreeableness may be

distrustful, unsympathetic, uncooperativeand antagonistic




Conscientiousness – tendency to becareful, scrupulous, and perseveringManagers high in this trait are organized and

self-disciplinedManagers low in this trait lack direction and

self-discipline




Openness to Experience – tendency tobe original, have broad interests, beopen to a wide range of stimuli, be

daring and take risks


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Other Personality TraitsOther Personality Traits

Internal locus of controlBelief that you are responsible for yourown fateOwn actions and behaviors are majorand decisive determinants of joboutcomes


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McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.


External locus of controlBelieve that outside forces areresponsible for what happens to andaround themDo not think their own actions makemuch of a difference


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Self-EsteemThe degree to which people feel goodabout themselves and their abilities

• High self-esteem causes a person tofeel competent, and capable.

• Persons with low self-esteem have pooropinions of themselves and theirabilities.


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Need for AchievementThe extent to which an individual has astrong desire to perform challenging tasks

well and meet personal standards forexcellence


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Need for Affiliation

The extent to which an individual isconcerned about establishing andmaintaining good interpersonal relations,being liked, and having other people getalong

Need for Power The extent to which an individual desiresto control or influence others


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Values, Attitudes, and

Moods and Emotions

Values, Attitudes, and

Moods and EmotionsValues

Describe what managers try to achieve throughwork and how they think they should behave

AttitudesCapture managers’ thoughts and feelings abouttheir specific jobs and organizations.

Moods and EmotionsEncompass how managers actually feel whenthey are managing


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ValuesValues

Terminal Values

A personal conviction about life-long goals• A sense of accomplishment, equality, and

self-respect.

Instrumental Values A personal conviction about desired modes ofconduct or ways of behaving

• Being hard-working, broadminded, capable.Value System

The terminal and instrumental values that arethe guiding principles in an individual’s life.


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Figure 3.4

Source: Rokeach,The Nature of HumanValues (New York:

Free Press, 1973).

Terminal andInstrumental

Values


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Attitudes Attitudes

Attitudes

A collection of feelings and beliefs.Job Satisfaction

A collection of feelings and beliefs thatmanagers have about their current jobs.• Managers high on job satisfaction have a

positive view of their jobs.• Levels of job satisfaction tend increase as

managers move up in the hierarchy in anorganization.


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Figure 3.5

Source: R.B. Dunham and J. B.Herman, “ Development of aFemale Face Scale forMeasuring Job Satisfaction.”

Journal of Applied Psychology60 (1975): 629–31.

Sample

Items fromTwoMeasures of

Satisfaction


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Attitudes Attitudes

Organizational Citizenship BehaviorsBehaviors that are not required oforganizational members but that help the

firm in gaining a competitive advantage.• Managers with high satisfaction are

more likely perform these “above andbeyond the call of duty” behaviors.

• Managers who are satisfied with their jobs are less likely to quit.


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Figure 3.6

Source: L. W. Porter and F. J.Smith, “OrganizationalCommitment Questionnaire,” inJ. D. Cook, S. J. Hepworth, T.D. Wall, and P. B. Warr, eds.,The Experience of Work: ACompendium and Review of249 Measures and Their Use

(New York: Academic Press,1981), 84–86.

A Measure of

Organizational Commitment


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A Measure of Positive and Negative Mood

at Work

A Measure of Positive and Negative Mood

at Work

Figure 3.6Source: A. P. Brief, M. J. Burke, J. M. George, B. Robinson, and J. Webster, “ Should Negative Affectivity Remainan Unmeasured Variable in the Study of Job Stress?” Journal of Applied Psychology 73 (1988): 193–98.


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Emotional IntelligenceEmotional Intelligence

Emotional IntelligenceThe ability to understand and manageone’s own moods and emotions and the

moods and emotions of other people.• Assists managers in coping with their

own emotions.• Helps managers carry out their

interpersonal roles of figurehead,leader, and liaison.


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Organizational CultureOrganizational Culture

Shared set of beliefs, expectations,

values, norms, and work routines thatinfluence how members of an

organization relate to one another andwork together to achieve organizational

goals


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Role of Values and NormsRole of Values and Norms

Terminal values – signify what an

organization and its employees aretrying to accomplish

Instrumental values – guide the ways inwhich the organization and its

members achieve organizational goals


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Role of Values and NormsRole of Values and Norms

Managers determine and shape

organizational culture through the kindsof values and norms they promote in an

organization


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Factors Affecting Organizational

Culture

Factors Affecting Organizational

Culture


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SocializationSocialization

Organizational socialization – process by

which newcomer’s learn anorganization’s values and norms and

acquire the work behaviors necessaryto perform jobs effectively


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Ceremonies and RitesCeremonies and Rites

Formal events that recognize incidents

of importance to theorganization as a

whole and to specificemployees


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Stories and LanguageStories and Language

Communicate organizational culture

Stories reveal behaviors that arevalued by the organization

Includes how people dress, the officesthey occupy, the cars they drive, and

the degree of formality they use whenthey address one another


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The Fast and the FuriousThe Fast and the Furious

What symbols of

culture do you findamong the street-racers?


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HolesHoles

What expectations

does Mr. Sir havefor Stanley duringhis orientation toCamp Green Lake?

Management 002 Evolution

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