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    Evolution of Modern Management: U.S. Industrial Revolution

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    Ajay Sharma
    The document traces the evolution of modern management theories from the scientific management era to more recent developments. It covers key thinkers and concepts from Frederick Taylor's scientific management to contemporary approaches like total quality management and the learning organization. Theories and approaches are discussed along with their underlying assumptions and limitations.

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    Evolution of Modern Management: U.S. Industrial Revolution

    Uploaded by

    Ajay Sharma
    18 views20 pages
    The document traces the evolution of modern management theories from the scientific management era to more recent developments. It covers key thinkers and concepts from Frederick Taylor's scientific management to contemporary approaches like total quality management and the learning organization. Theories and approaches are discussed along with their underlying assumptions and limitations.

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    The document traces the evolution of modern management theories from the scientific management era to more recent developments. It covers key thinkers and concepts from Frederick Taylor's scientific management to contemporary approaches like total quality management and the learning organization. Theories and approaches are discussed along with their underlying assumptions and limitations.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    18 views20 pages

    Evolution of Modern Management: U.S. Industrial Revolution

    Uploaded by

    Ajay Sharma
    The document traces the evolution of modern management theories from the scientific management era to more recent developments. It covers key thinkers and concepts from Frederick Taylor's scientific management to contemporary approaches like total quality management and the learning organization. Theories and approaches are discussed along with their underlying assumptions and limitations.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    EVOLUTION OF MODERN MANAGEMENT

    U.S. INDUSTRIAL REVOLUTION


    POWER GENERATION TRANSPORTATION COMMUNICATION

    SCIENTIFIC MANAGEMENT
    FREDERICK TAYLOR HENRY GANTT FRANK & LILLIAN GILBRETH

    FREDERICK TAYLOR TIME STUDY STANDARDS FOR WORK JOB SPECIALIZATION MANAGERIAL PLANNING & CONTROL OF WORK WORKER SELECTION & TRAINING INCENTIVES HENRY GANTT GANTT CHARTS MODIFIED INCENTIVES INCENTIVES FOR FOREMEN

    FRANK & LILLIAN GILBRETH MOTION STUDIES (Therbligs) FATIGUE REDUCTION SUGGESTION SYSTEMS

    SCIENTIFIC MANAGEMENT
    ASSUMPTIONS Productivity is a workplace problem Managers should plan and direct the work of others Individuals are economically motivated CONTRIBUTIONS Scientific study of work (Time & Motion) Setting of work standards Use of incentives Careful selection & training of workers Division of labor---managers & workers Productivity & efficiency increased LIMITATIONS Social needs of workers overlooked Many studies werent very scientific Loss of self-control alienated workers Group dynamics were ignored

    MANAGEMENT
    A FORM OF WORK THAT INVOLVES COORDINATING AN ORGANIZATIONS RESOURCES TOWARD ACCOMPLISHING ORGANIZATIONAL OBJECTIVES

    MANAGEMENT FUNCTIONS
    PLANNING ORGANIZING COMMANDING COORDINATING CONTROLLING

    (H FAYOL)

    MANAGEMENT PRINCIPLES
    DIVISION OF LABOR (Specialization) UNITY OF COMMAND (Only one boss) SCALAR CHAIN OF COMMAND (Hierarchy of Authority) SPAN OF CONTROL (Number of subordinates supervised)

    WEBERS BUREAUCRACY
    DIVISION OF LABOR
    HORIZONTAL SPECIALIZATION

    HIRARCHY OF AUTHORITY
    VERTICAL SPECIALIZATION

    FORMAL RULES & PROCEDURES


    ENFORCED, DOCUMENTED

    TECHNICAL COMPETENCE
    SELECTION & PROMOTION CRITERIA

    IMPERSONAL TREATMENT
    NO FAVORITISM

    CENTRALIZED DECISION-MAKING
    UNIFORM CONTROL

    ADMINISTRATIVE THEORY
    ASSUMPTIONS THERE IS AN IDEAL WAY TO STRUCTURE THE ORGANIZATION AND TO ADMINISTER THE MANAGEMENT PROCESSES NECESSARY FOR ORGANIZATIONAL SUCCESS MANAGEMENT SKILLS ARE GENERALIZABLE CONTRIBUTIONS FUNCTIONS & PRINCIPLES OF MANAGEMENT THE IDEAL BUREAUCRACY RAISED AWARENESS OF BASIC PROBLEMS LIKELY TO BE FOUND IN ANY ORGANIZATION LIMITATIONS STRESSED A ONE-BEST-WAY OF MGMT & ORGANIZATION THEORIES BASED ON OBSERVATION & INTUITION RATHER THAN EMPIRICAL INVESTIGATION PRINCIPLES NOT APPLICABLE TO ORGANIZATIONS WHICH EXIST IN TURBULENT ENVIRONMENTS

    HAWTHORNE PLANT AT WESTERN ELECTRIC


    MAYO & ROETHLISBERGER ILLUMINATION EXPERIMENTS RELAY ASSEMBLY TESTS INTERVIEWING MICA SPLITTING BANK WIRING ROOM DISCOVERIES HAWTHORNE EFFECT CATHARSIS INFORMAL GROUP POWER

    HUMAN RELATIONS MANAGEMENT


    ASSUMPTIONS
    WORKERS ARE MOTIVATED BY SOCIAL NEEDS SATISFIED WORKERS ARE PRODUCTIVE WORKERS EMPHASIS ON WORKER NEEDS AND MOTIVATION HAWTHORNE EFFECT.ATTENTION GIVEN TO WORKERS HAS AN IMPACT ON THEIR BEHAVIOR INFLUENCE OF THE INFORMAL GROUP MANAGERS NEED STRONG SOCIAL SKILLS HAPPY, SATISFIED WORKERS ARENT NECESSARILY PRODUCTIVE ECONOMIC ISSUES DO AFFECT WORKER PRODUCTIVITY BORING WORK ISNT LESS SO WITH A FRIENDLY SUPERVISORMOTIVATION IS STILL A PROBLEM WORKERS FEEL SUPERVISOR INTEREST IN THEM ISNT GENUINETHEYRE BEING MANIPULATED! SHOULD BUSINESS BE RESPONSIBLE FOR MEETING ALL HUMAN NEEDS ON THE JOB?

    CONTRIBUTIONS

    LIMITATIONS

    TRANSITION TO HUMAN RESOURCES


    DOUGLAS MCGREGOR
    THEORY X THEORY Y

    FREDERICK HERZBERG
    TWO-FACTOR MOTIVATION THEORY HYGIENES MOTIVATORS JOB ENRICHMENT

    THEORY X
    THE AVERAGE HUMAN BEING:
    DISLIKES WORK AND WILL AVOID IT MUST BE COERCED/CONTROLLED TO ACHIEVE OBJECTIVES PREFERS DIRECTION WISHES TO AVOID RESPONSIBILITY HAS LITTLE AMBITION WANTS SECURITY ABOVE ALL

    THEORY Y
    THE AVERAGE HUMAN BEING:
    BELIEVES WORK IS AS NATURAL AS PLAY PREFERS SELF-DIRECTION/CONTROL TO ACHIEVE OBJECTIVES WILL ACCEPT AND SEEK OUT RESPONSIBILITY PREFERS TO EXPAND IMAGINATION/CREATIVITY IN WORKPLACE SOLUTIONS

    HUMAN RESOURCES MANAGEMENT


    ASSUMPTIONS
    INTERESTING WORK MOTIVATES INTRINSICALLY WORKERS ARE TRUSTWORTHYGIVE THEM RESPONSIBILITY THE MANAGERS JOB IS TO CHALLENGE WORKERS & TO DEVELOP THEIR TALENTS THEORY X AND THEORY Y PARTICIPATIVE DECISION-MAKING AND MANAGEMENT JOB REDESIGN AND JOB ENRICHMENT MANAGEMENT BY OBJECTIVES MORE RIGOROUSLY-TESTED THEORIES

    CONTRIBUTIONS

    LIMITATIONS
    NOT EVERYONE WANTS A CHALLENGING JOB BEHAVIOR IS COMPLEXTHEORIES HAVE MANY EXCEPTIONS ELEGANT THEORIES MAKE LITTLE SENSE TO MANAGERSA LACK OF ACCEPTANCE PROBLEM

    QUANTITATIVE MANAGEMENT APPROACHES


    MANAGEMENT SCIENCE DuPONT (CPM) Critical Path Method US NAVY (PERT) Program Evaluation and Review Technique OPERATIONS RESEARCH WORLD WAR II -- England QUALITY ASSURANCE STATISTICS Stresses the use of mathematical models to aid in managerial decisionmaking

    SYSTEMS VIEWS
    SEES THE BIG PICTURE IN ORGANIZATIONS STRESSES EXTERNAL ENVIRONMENT INFLUENCES HOW THE PARTS RELATE TO EACH OTHER TO CREATE THE WHOLE HOW TO LINK UNITS TOGETHER HARMONIOUSLY SO THAT AN EFFICIENT SYSTEM EMERGES (INTEGRATION) INPUTS TRANSFORMATION PROCESSES OUTPUTS FEEDBACK
    CLOSED vs OPEN SYSTEMS SUBSYSTEMS

    ** DONT MAKE ORGANIZATIONAL DECISIONS UNTIL YOU UNDERSTAND THE WHOLE SYSTEM

    CONTINGENCY VIEWS
    THERE IS NO ONE BEST WAY TO MANAGE
    THERE ARE NO UNIVERSAL PRINCIPLES OF MANAGEMENT

    ANALYZE THE SPECIFIC SETTING & CIRCUMSTANCES


    CAREFULLY STUDY THE SITUATIONKEEP YOUR EYES OPEN

    FIND THE APPROACH THAT BEST FITS THE SITUATION


    DONT FOLLOW FADSIT ALL DEPENDS

    EMPHASIZE DIAGNOSIS AND FLEXIBILITY


    MANAGERS MUST LEARN TO BE FLEXIBLE

    TYPE A, J, and Z ORGANIZATIONS


    OUCHI (80)

    TYPE A ORGANIZATION

    (American)

    SHORT-TERM EMPLOYMENT RAPID EVALUATION & PROMOTION HIGHLY SPECIALIZED CAREERS INDIVIDUAL DECISION-MAKING AND INDIVIDUAL RESPONSIBILITY EXPLICIT, FORMAL CONTROLS, SEGMENTED CONCERN

    TYPE J ORGANIZATION

    (Japanese)

    LIFETIME EMPLOYMENT SLOW EVALUATION & PROMOTION NONSPECIALIZED CAREER PATH CONSENSUAL DECISION=MAKING, COLLECTIVE RESPONSIBILITY IMPLICIT, INFORMAL CONTROLS, HOLISTIC CONCERN

    TYPE Z ORGANIZATION

    (Modified American)

    LONG-TERM EMPLOYMENT SLOW EVALUATION & PROMOTION MODERATELY SPECIALIZED CAREERS CONSENSUAL DECISION-MAKING, INDIVIDUAL RESPONSIBILITY IMPLICIT, INFORMAL CONTROLS, HOLISTIC CONCERN A CLEAR ORGANIZATIONAL PHILOSOPHY

    JAPANESE MANAGEMENT MODELS


    HATVANY & PUCIK (81)

    STRATEGIES
    1. 2. 3. DEVELOPMENT OF AN INTERNAL (CLOSED) LABOR MARKET EMPLOYEE-ORIENTED, COOPERATIVE COMPANY PHILOSOPHY CAREFUL SOCIALIZATION & DEVELOPMENT OF PERSONNEL

    SPECIFIC TECHNIQUES USED


    JOB ROTATION SLOW EVALUATION & PROMOTION GROUP & TEAM EMPHASIS OPEN, FACE-TO-FACE COMMUNICATIONS CONSULTATIVE DECISION-MAKING INTIMATE EMPLOYEE CONCERN

    KEYS TO SUCCESSFUL APPLICATION


    1. 2. 3. 4. ARTICULATE A COMPANY PHILOSOPHY PROVIDE LONG TENURE PRACTICE JOB ROTATION PRACTICE CONSULTATIVE DECISION-MAKING

    IN SEARCH OF EXCELLENCE
    PETERS & WATERMAN (82)

    A BIAS TOWARD ACTION


    JUST DO IT.KILL THE SNAKE, DONT STUDY IT TO DEATH!

    CLOSENESS TO THE CUSTOMER


    CUSTOMER DRIVEN DECISION-MAKING

    AUTONOMY & ENTREPRENEURSHIP


    STRUCTURED TO ENCOURAGE INNOVATION & CHANGE

    PRODUCTIVITY THROUGH PEOPLE


    PARTICIPATION AND CONSENSUS STRESSED

    HANDS ON, VALUE DRIVEN


    THE VISION & MISSION OF THE ORGANIZATION ARE CLEAR AND KNOWN TO EVERYONE WITHIN THE FIRM. LEADERS/MANAGERS ARE WILLING TO GET INVOLVED IN PROBLEMS AT ALL LEVELS.

    STICKING TO THE KNITTING


    STAY FOCUSED ON WHAT YOU DO BEST

    SIMPLE FORM, LEAN STAFF


    KEEP STRUCTURES SIMPLE AND LEAN

    SIMULTANEOUS LOOSE-TIGHT PROPERTIES


    KEEP TIGHT CONTROL ON THE FIRMS CORE VALUES STAY FLEXIBLE ELSEWHERE

    TOTAL QUALITY MANAGEMENT (TQM)


    Focuses on managing the total organization to deliver quality to customers. Requires a shift from an inspection-oriented approach to employee involvement in the prevention of quality problems. EMPLOYEE INVOLVEMENT
    TRAIN, INVOLVE, EMPOWER WORKERS

    1.

    2.

    FOCUS ON THE CUSTOMER


    FIND OUT WHAT THE CUSTOMER WANTS

    3.

    BENCHMARKING
    COMPARE PRODUCTS/SERVICES WITH COMPETITORS

    4.

    CONTINUOUS IMPROVEMENT
    SMALL, INCREMENTAL IMPROVEMENTS ALL THE TIME

    CONTEMPORARY ORGANIZATIONAL BEHAVIOR


    INTERDISCIPLINARY FOCUS
    PSYCHOLOGY SOCIOLOGY POLITICAL SCIENCE

    MOSTLY DESCRIPTIVE OF RELATIONSHIPS BETWEEN VARIABLES


    IMMATURITY OF THE FIELD COMPLEXITY OF STUDYING BEHAVIOR LACK OF VALID, RELIABLE MEASURES

    SYSTEMS ARE STRESSED


    ORGANIZATIONS ARE A SET OF INTERRELATED ELEMENTS THAT FUNCTION AS A WHOLE

    CONTINGENCY PERSPECTIVE
    THERE ARE NO UNIVERSAL PRINCIPLES WE MUST STUDY THE SITUATION / SETTING TO FIND THE BEST SOLUTION

    MANAGEMENT CHALLENGES TODAY


    PARADIGM SHIFTS
    CHANGING PRODUCTS & TECHNOLOGIES SHIFTS IN WAYS OF THINKING AND MANAGING

    CHAOS THEORY
    THE ENVIRONMENT IS NOT PREDICTABLE LEARN TO BE FLEXIBLE AND ADAPTABLE

    WORKPLACE DIVERSITY
    CHANGING LABOR FORCE

    GLOBALIZATION
    INTERNATIONAL COMPETITION

    THE NEW (LEARNING) ORGANIZATION


    STRONG ON VISION AND CULTURAL VALUES EMPOWERED WORKERS NEW STRUCTURES NEW CAREER PATHS

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