Management Thought: Past and Present MANAGEMENT Meeting and Exceeding Customer Expectations

Transcription

Management Thought:
Past and Present
Chapter 2
MANAGEMENT
Meeting and Exceeding Customer Expectations
EIGHTH EDITION
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved
1
learning objectives
1.
Discuss why knowledge of the evolution of
management theories is important to managers
2.
Explain the contributions of the following:
a. Classical schools of management thought
b. Behavioral school of management thought
c. Quantitative school of management thought
d. Systems school of management thought
e. Contingency school of management thought
Chapter 2
f.
Quality school of management thought
2
1
History and Theory of Management
The Value of History
People who ignore the past are destined to
relive it.
Chapter 2
A person unaware of mistakes made by
others is likely to repeat them.
3
Chapter 2
1
Time Line of Management Thought
4
2a
Classical Management Theory
Chapter 2
Classical
Management
Theory
A theory that focused on finding
the “one best way” to perform
and manage tasks
5
2a
▼ Originated during England’s Industrial Revolution
▼ Manufacturers began mass-producing goods
in factories
▼ Textile industry was among the first
▼ Allowed production of standardized goods
▼ Depended on a constant flow of labor and
materials
▼ Owners needed to plan, organize, lead, control
Chapter 2
▼ Focused on finding the “one best way”
6
2a
Classical
Scientific
School
Chapter 2
Classical
Administrative
School
Focused on the manufacturing
environment
Emphasized the flow of
information and how
organizations should operate
7
2a
Classical Scientific School
Charles Babbage
▼ In 1832, published On the Economy of
Machinery and Manufactures
▼ Concluded that definite management
principles existed:
– with broad applications
– determined by experience
Chapter 2
▼ Principle of “the division of labor amongst
the persons who perform the work”
8
2a
Frederick W. Taylor
▼ The Father of Scientific Management
▼ Pursued four key goals:
–
–
–
–
Develop a science of management
Select workers scientifically
Develop and train workers scientifically
Create cooperation between management
and labor
Chapter 2
▼ Determined the quickest ways to perform
tasks
9
2a
Henry Gantt
▼ Invented the Gantt chart
▼ Moved away from authoritarian
management
Chapter 2
▼ Advocated a bonus system to reward
workers
10
2a
Lessons from Classical Scientific Thinkers
Analyze everything
Teach effective methods to others
Constantly monitor workers
Chapter 2
Plan responsibly
Control the work and the workers
11
2a
Classical Administrative School
Henri Fayol
▼ Believed specific management skills could
be learned and taught
Chapter 2
▼ Fayol’s universal management functions:
– Planning
– Organizing
– Leading
– Controlling
12
2a
Mary Parker Follett
▼ Focused on how organizations cope with
conflict and the importance of sharing
goals
▼ Emphasized the need to discover and
enlist individual and group motivation
Chapter 2
▼ The first principle for individual and
group success is the “capacity for
organized thinking”
13
2a
Chester Barnard
▼ Argued that managers must gain
acceptance for their authority
▼ Advocated the use of basic management
principles
Chapter 2
▼ Cautioned managers to issue no order
that could not or would not be obeyed
14
2b
Behavioral Management Theory
Chapter 2
Behavioral
School
Recognized employees as
individuals with concrete,
human needs, as parts of work
groups, and as members of a
larger society
15
2b
Robert Owen
▼ The father of modern personnel
management
Chapter 2
▼ The quality and quantity of workers’
output influenced by conditions on and
off the job
16
2b
Abraham Maslow
▼ Needs-based theory of motivation
– physiology
– security
– affiliation
– esteem
Chapter 2
– self-actualization
17
2b
Behavioral Management Theory Results
Managers discover…
What employees want from work
How to enlist cooperation
and commitment
Chapter 2
How to unleash talents,
energy, and creativity
18
Chapter 2
2c
Quantitative Management Theory
Quantitative
School
Emphasized mathematical
approaches to management
problems
Management
Science
The study of complex systems
of people, money, equipment,
and procedures, with the goal of
improving their effectiveness
19
2c
Quantitative Management Theory
▼ Mathematical approaches to
management problems
▼ Developed during World War II
Chapter 2
▼ Applied to every aspect of business
20
2c
Tools of Operations Management
Inventory models
Beak-even analyses
Production scheduling
Chapter 2
Production routing
21
2d
Systems Management Theory
Chapter 2
Systems
School
The theory that an organization
comprises various parts that
must perform tasks necessary
for the survival and proper
functioning of the system
22
Chapter 2
2d
The Organization as a System
23
2e
Contingency Management Theory
Chapter 2
Contingency
School
A theory based on the premise
that managers’ preferred actions
or approaches depend on the
variables of the situation they
face
24
2e
Contingency Management Theory
▼ Approaches depend on the variables of the
situations
▼ Draws on all past theories in attempting to
analyze and solve problems
▼ Is integrative
▼ Summarized as an “it all depends” device
▼ Tells managers to look to their experiences
and the past and to consider many options
before choosing
Chapter 2
▼ Encourages managers to stay flexible
25
2f
Quality Management Theory
Chapter 2
Quality
School
The essence of the quality of
any output is its ability to meet
the needs of the person or
group
26
2f
Quality Management Theory
Kaizen
Chapter 2
Reengineering
A Japanese term used to mean
incremental, continuous
improvement for people,
products, and processes
Businesses processes are
redesigned to achieve
improvements in performance
27
2f
Reengineering Approach
Reengineering determines…
▼ What a company must do
▼ How to do it
Managerial Challenges
▼ To sense the need for change
▼ To see change coming
Chapter 2
▼ To react effectively to change
28
2f
Quality School of Management
▼ Quality school is the most current and is
worldwide
▼ Its roots are in the behavioral, quantitative,
systems, and contingency schools of
management theory
▼ People are key to commitments and
performance
Chapter 2
▼ What is done must be evaluated
quantitatively and qualitatively
29

Management Thought: Past and Present MANAGEMENT Meeting and Exceeding Customer Expectations

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