Management Theories. Chapter 2 Lesson 1 Overview Know the history of management before the modern...
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Transcript of Management Theories. Chapter 2 Lesson 1 Overview Know the history of management before the modern...
Management Theories
Chapter 2 Lesson 1
Overview
Know the history of management before the modern era
Know the classical contributions to modern management
Late 1800’s Weaving Shed
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Chapter 2 Lesson 1
Quick Write
Do you know someone who isn’t called a manager but who works like one? Explain.
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Chapter 2 Lesson 1
History of Management Before the Modern Era
Frederick Taylor
MichelangeloCourtesy of Clipart.comAdapted from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. .17Pearson Prentice Hall, 2005
Chapter 2 Lesson 1
Adam Smith
Division of labor—the breakdown of jobs into narrow, repetitive tasks
Workers become very skilled at the one task they are doing
Saves time because workers are not moving from one task to the next
Helped pave the way for mechanization of work
Led to automation and computerization
Chapter 2 Lesson 1
The Industrial Revolution
The advent of machine power, mass production, and efficient transportation, which began in Britain in the late eighteenth century
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Watt Steam Engine
Chapter 2 Lesson 1
The Industrial Revolution
Machine Power
Mass Production
Relatively Cheap Transportation
Lack of Governmental Regulation
Large Organizations
Chapter 2 Lesson 1
The Industrial Revolution
John D. Rockefeller – Standard Oil
Andrew Carnegie – Carnegie Steel
Taken from Wikipedia.com
Chapter 2 Lesson 1
The Industrial Revolution
Large Labor Forces
New-Style Corporations
Formal Structures
Formal Management Practices
Chapter 2 Lesson 1
What Do You Think?
What are some examples of large, modern corporations?
How are these organizations organized?
What kind of departments do these organizations have?
How does this relate to Adam Smith’s theory of the division of labor?
Chapter 2 Lesson 1
Classical Contributions to Modern Management
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Chapter 2 Lesson 1
Frederick Taylor
Published The Principles of Scientific Management in 1911
Used the scientific method to determine the “one best way” to do a job, and to train workers to do it that way
Demonstrated to workers and managers that both would benefit by improved production efficiency
Chapter 2 Lesson 1
Frank & Lillian Gilbreth
Students of Frederick Taylor
Studied work arrangements to eliminate wasteful hand and body motions
Examined the design and use of tools and equipment to determine how these could contribute to work performance
Chapter 2 Lesson 1
Henry Gantt
Devised a bonus system that gave workers extra money if they finished their work in less time than the standard
Studied the efficiency of managers and workers
Created the Gantt chart ~ a graphic device managers use to plan and control work
Chapter 2 Lesson 1
A Gantt Chart
1 2 3 4Copy/edit manuscript
Design sample pages
Draw Artwork
Print Galley Proofs
Print Page Proofs
Design Cover
Adapted from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 474Pearson Prentice Hall, 2005
Chapter 2 Lesson 1
Why Scientific Management?
Productivity was low in the world of work in the early twentieth century
Better productivity by manual laborers could make a real difference
Chapter 2 Lesson 1
Henri Fayol
Designated management as a universal set of activities
Looked at the activities of all kinds of managers
Wrote from personal experience as a manager
Stated 14 principles of management—fundamental or universal truths of management practice
Chapter 2 Lesson 1
Fayol’s 14 Principles
Divison of workAuthority of managers to give ordersDiscipline of employeesUnity of commandUnity of directionSubordination of individual interests to the
general interest
Chapter 2 Lesson 1
Fayol’s 14 Principles
Remuneration of workersCentralization of decision-makingScalar Chain ~ authority from top to bottomOrder of people and materialsEquity of treatmentStability of tenure of personnelInitiative of employees encouragedEsprit de Corps
Chapter 2 Lesson 1
Max Weber
Described bureaucracy ~ an ideal type of organization with a division of labor, clearly defined hierarchy, detailed rules and regulations, and impersonal relationships
Model of the way work could be done in large groups
Model used in many large organizations today
Chapter 2 Lesson 1
Today’s Applications
Matching people to jobs and training workers to be more effective are ideas Taylor introduced
Industrial engineering, which is all about the details of processes, is a field with its roots in scientific management
Chapter 2 Lesson 1
Today’s Applications
Football coach who shows his team the tapes of last week’s game to get them to do better next week is picking up on an idea the Gilbreths introduced
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Chapter 2 Lesson 1
What Do You Think?
What are some examples of the division of labor, scientific management, or bureaucracy that we see at work in the Air Force or in our Air Force JROTC unit?
Chapter 2 Lesson 1
Review
Adam Smith introduced the concept of division of labor—the breakdown of jobs into narrow, repetitive tasks
One of the most important developments influencing management practice before the twentieth century was the Industrial Revolution—the advent of machine power, mass production, and efficient transportation, which began in Britain in the late eighteenth century
Modern management theory began with a group of managers and writers who tried to come up with some basic principles for companies to follow to work more efficiently
Chapter 2 Lesson 1
Review
The classical approach to management introduced the ideas of the scientific management theorists and the general administrative theorists
General administrative theorists—writers who developed general theories of what managers do and what good management practice is—were concerned with the overall organization and how to make it more effective
Frederick Taylor described the theory of scientific management—the use of the scientific method to determine the “one best way” to do a job, and to train workers to do it that way
Chapter 2 Lesson 1
Review
Frank and Lillian Gilbreth studied work arrangements to eliminate wasteful hand and body motions and the design and use of tools and equipment to determine how these could contribute to work performance
Henry L. Gantt devised a bonus system that gave workers extra money if they finished their work in less time than the standard
Scientific theory got so much attention because productivity was low in the world of work in the early twentieth century and better productivity could make a real economic difference
Chapter 2 Lesson 1
Review
Henri Fayol stated 14 principles of management—fundamental or universal truths of management practice
Max Weber described what he called a bureaucracy—an ideal type of organization with a division of labor, clearly defined hierarchy, detailed rules and regulations, and impersonal relationships
The football coach who shows his team the tapes of last week’s game to get them to do better next week is picking up on an idea introduced by the classical approach to management
Chapter 2 Lesson 1
Summary
Management before the modern era
Classical contributions to modern management
Chapter 2 Lesson 1
What’s Next…
Management Approaches
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