Welcome to Kaizenlog.com If you're new here, you may want to subscribe to my RSS feed , Twitter You can contact us by using the contact form or submitting a comment. Thanks for visiting!

Principles and practices of management lecture 2 – 22/10/2007

History of management thought

2000 = today

• Traditional viewpoint 1890 – 2000

• Behavioural viewpoint 1930 – 2000

• Systems viewpoint 1940 – 2000

• Contingency viewpoint 1960 – 2000

• Quality viewpoint 1980 – 2000

Scientific management

Focused on lowest level of the organisation.

How can jobs be designed more efficiently.

Taylor – steel co. engineer consultant

Increasing man efficiency.

Gilbreth – Husband + wife team

Study of motion and work methods, Fatigue and morale.

Cooke – Taylor’s disciple

Application of scientific to educational/municipal organisation.

Gantt – Taylor’s colleague.

Production control, social responsibility of business.

Emerson – efficiency engineer

Importance of good organisation. Scientific management could eliminate waste and efficiency.

Ideas of scientific management

1. Realisation that current management practices were inefficient.

2. Management must adopt scientific methods – problem solving by intuition/rule of thumb.

3. Specialisation should be practised – the manager should be a specialist, he should be able to train others.

4. Planning was essential – everything should follow a plan.

5. Proper selection should be done – right man for right job, need for using special tests.

6. The standard method should be found – importance for work methods, efficient design of workplace.

7. Standard times for each task to be established – work analysis, time averaging, helps protect output levels.

8. Wage incentives should be used – man should be paid for what he does not for the amount of time spent, paying a bonus if a standard time is surpassed.

The administrative theory

• The job of the administration was the concern of a number of writers.

• Most of the conclusions were similar.

• The most prominent contributors.

Fayol

• Distinguished management activities from technical activities.

• Need for management education.

• Lack of management theory.

• Produced the following principles of managent.

  • Importance of specialisation of labour;

  • responsibility must increase as authority increases;

  • discipline is essential;

  • orders should be received from 1 person;

  • management decisions should be made at the proper organisational level;

  • equality of treatment;

  • supervisors should encourage initiative;

  • wages should fit type of job.

The administrative point of view

1. Authority and responsibility – seen as rights and obligations of employees and managers. One should not be responsible for those things about which he has no authority.

2. Emphasis on objectives – clearly stated goals help better utilisation of resources.

3. Importance of organisation structure – principle of functional homogeneity, principle of complementary functions, principle genuity of command.

4. Rational approach of management – define objectives then organise resources to achieve them.

The behavioural approach

1. Scientific management analysed activities of workers.

2. Administrative focused on the activities of managers.

3. Behavioural approach sought to understand how human psychological processes motivation and attitude – interact with activities, to affect performance.

Two schools:

1. Study of organisational behaviour – the individual as point of focus.

Mayo – the Hawthorne experiments in the late 20’s.

A.The first relay assembly group

Effect on worker output, after varying physical conditions.

Increased production result of:

1. Improved methods of work.

2. Reduction in fatigue with shorter hours and rest periods.

3. Reduction in monotony.

4. Effect of wage incentive plan.

5. Effect of new method of supervision.

B The second relay assembly group

• group rivalry as a result of different incentive schemes.

100. The MICA – splitting test room

• the effect of different supervision.

500. The Interviewing Process

• Conclusions reached after 21,000 interviews.

1. Morale improves if one is allowed to air complaint.

2. Complaints are not objective statements of fact.

3. Influence of outside experiences.

4. Worker satisfaction is influenced by how employee views his social status relative to others.

E. The bank wiring observation room

Groups affect the behaviour of individuals.

The Hawthorne studies – an overview

Highlighted the importance of:

1. Leadership practices.

2. Work group pressures on employees satisfaction.

3. Downgrade importance of economic incentives.

4. Employees react not to one but to whole complex of forces.

The organisational theory model

Barnard – acceptance theory of authority. Authority is not seen as a right authority works when it is accepted.

March + Simon – concept of bounded rationality – the administrative manager is limited by his own perceptions – he cannot make optimal decisions.

Mc Gregor – Managers make a set of incorrect assumptions about employees. These he called Theory X and Theory Y.

Theory X

• Man was essentially lazy.

• Man’s goal ran counter the organisation therefore need for supervision and guidance.

   

  Theory Y

• Man was more mature.

• More self motivated therefore little need for right organisation.

   

   

Popularity: 23% [?]

Listen to this podcast

 Print This Post

This entry was posted on Sunday, November 11th, 2007 at and is filed under Principles and Practices of Management.You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.