Management History Module

Exercises  © 2008 Prentice Hall, Inc. All rights reserved. 1–1 Multiple choice †¢ †¢ †¢ †¢ Whereas _____________ is concerned with Whereas the means of getting things done, _____________ is concerned with the ends, or attainment of organizational goals. or a. effectiveness; efficiency b. efficiency; effectiveness c. effectiveness; goal attainment d. goal attainment; efficiency Answer: b  © 2008 Prentice Hall, Inc. All rights reserved. 1–2 †¢ †¢ †¢ †¢ An organization is ______________. a. the physical location where people work b. a collection of individuals working for the collection same company same c. a deliberate arrangement of people to eliberate accomplish some specific purpose accomplish d. a group of individuals focused on profit group making for their shareholders making Answer: c  © 2008 Prentice Hall, Inc. All rights reserved. 1–3 †¢ †¢ †¢ †¢ †¢ Operatives are defined as employees w ho Operatives ___________. ___________. a. report to top executives b. report to middle managers c. supervise others d. have no others reporting to them Answer: d  © 2008 Prentice Hall, Inc. All rights reserved. 1–4 True/False question †¢ †¢ †¢ †¢ The roles of figurehead, leader, and liaison are The all interpersonal roles. all Managers who are effective at meeting Managers rganizational goals always act efficiently. organizational Determining who reports to whom is part of the Determining controlling function of management. controlling All organizations develop a structure that All defines and limits the behavior of members of the organization. the v  © 2008 Prentice Hall, Inc. All rights reserved. ? ? v 1–5 Blank filling †¢ †¢ †¢ Katz found that managers needed four Katz essential general skills: ( ), ( ), ( ), ( ). ), Today, the basic management processes are Today, considered to be ( ), ( ), ( ), ( ). ), Mintzberg found that m anagers perform 10 found different roles, which can be grouped under hree categories: ( ), ( ), ( ).  © 2008 Prentice Hall, Inc. All rights reserved. 1–6 Short Answer †¢ Explain what is meant by the term Explain â€Å"management†. †¢ Describe the four primary processes of Describe management. management. †¢ Summarize the essential roles performed by Summarize managers. managers. †¢ Describe the difference between managers and Describe operatives. operatives.  © 2008 Prentice Hall, Inc. All rights reserved. 1–7 History Module THE HISTORICAL ROOTS OF CONTEMPORARY MANAGEMENT PRACTICES  © 2008 Prentice Hall, Inc. All rights reserved. 1–8 ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? 2008 Prentice Hall, Inc. All rights reserved. XY ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? 1–9 Adam Smith’s Contribution To The Field Of Management †¢ Wrote the Wealth of Nations( ) (1776) Advocated the economic advan tages that organizations Advocated and society would reap from the division of labor: Increased productivity by increasing each worker’s skill Increased and dexterity. Time saved that is commonly lost in changing tasks. Time The creation of labor-saving inventions and machinery. The saving  © 2008 Prentice Hall, Inc. All rights reserved. 1–10 The Industrial Revolution’s InfluenceOn Management Practices †¢ Industrial Revolution Machine power began to substitute for human power Machine Lead to mass production of economical goods Lead Improved and less costly transportation systems Improved became available Created larger markets for goods. Created Larger organizations developed to serve larger Larger markets Created the need for formalized management practices. Created  © 2008 Prentice Hall, Inc. All rights reserved. 1–11 I. Classical Contributions †¢ Classical Approach Classical The term used to describe the hypotheses of the The scientif ic management theorists and the general dministrative theorists. Scientific management theorists Scientific – Fredrick W. Taylor, Frank and Lillian Gilbreth, Fredrick and Henry Gantt and General administrative theorists General – Henri Fayol and Max Weber  © 2008 Prentice Hall, Inc. All rights reserved. 1–12 ——Frederick Taylor †¢  ·  · (1856-1915), †¢ †¢  © 2008 Prentice Hall, Inc. All rights reserved. 1–13 Scientific Management †¢ Frederick W. Taylor The Principles of Scientific Management (1911) The Advocated the use of the scientific method toAdvocated define the â€Å"one best way† for a job to be done Believed that increased efficiency could be achieved Believed by selecting the right people for the job and training them to do it precisely in the one best way. To motivate workers, he favored incentive wage To plans. Separated managerial work from operative work. Separated  © 2008 Prenti ce Hall, Inc. All rights reserved. 1–14 †¢ †¢ †¢ â€Å" †, , : 1. ; 2.  © 2008 Prentice Hall, Inc. All rights reserved. 1–15 †¢ , , : (Time Study)†Ã¢â‚¬â€Ã¢â‚¬â€ , â€Å" (Motion Study)†Ã¢â‚¬â€Ã¢â‚¬â€ , , ?, , , , ,  © 2008 Prentice Hall, Inc. All rights reserved. 1–16 †¢ Shovel Experiment Shovel †¢ Pig-iron Experiment †¢ High-speed Steel Experiment  © 2008 Prentice Hall, Inc. All rights reserved. 1–17 †¢ : †¢ : , 22P ,  © 2008 Prentice Hall, Inc. All rights reserved. 1–18 †¢ †¢ 12T, :47. 5T †¢ :$1. 15, :$1. 85 †¢ —— †¢ , —— †¢  © 2008 Prentice Hall, Inc. All rights reserved. 1–19 †¢ 26? †¢ 80 †¢ †¢ , †¢  © 2008 Prentice Hall, Inc. All rights reserved. †¢ 1–20 Taylor’s Four Principles of Management P24 1. Develop a s cience for each element of an individual’s work, which replaces the old rule-of thumb method. 2. Scientifically select and then train, teach, and develop the worker. (Previously, workers chose their own work and trained themselves as best they could. 3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers. (Previously, almost all the work and the greater part of the responsibility were thrown upon the workers. )  © 2008 Prentice Hall, Inc. All rights reserved. 1–21 P24 †¢ †¢ †¢ †¢ :1911 : ; , 2008 Prentice Hall, Inc. All rights reserved. 1–22 †¢ :  · ?, —— , 12 20? , ?1 30? , 1921 1  © 2008 Prentice Hall, Inc. All rights reserved. 1–23 †¢ â €Å" † , †¢ , ?, , (? )?  © 2008 Prentice Hall, Inc. All rights reserved. 1–24 (2) †¢ , , ?:â€Å" , , , , † †¢ , , —— .  © 2008 Prentice Hall, Inc. All rights reserved. 1–25  © 2008 Prentice Hall, Inc. All rights reserved. 1–26 General Administrative Theory †¢ General Administrative Theorists General Developed general theories of what managers do Developed and what constitutes good management practice Henri Fayol (France) Henri Fourteen Principles of Management: Fundamental Fourteen or universal principles of management practice †¢ Ideal bureaucracy Ideal Max Weber (Germany) Max Bureaucracy: Ideal type of organization Bureaucracy: haracterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships  © 2008 Prentice Hall, Inc. All rights reserved. 1–27  · †¢ 1860 ? · †¢ †¢ â€Å"? †, à ¢â‚¬ ¢ 40 (Henry Fayol, 1841-1925),  © 2008 Prentice Hall, Inc. All rights reserved. 1–28 : 1916 †¢ †¢ : †¢ :14  © 2008 Prentice Hall, Inc. All rights reserved. 1–29 EXHIBIT HM–2 Fayol’s Fourteen Principles of Management 1.Division of Work 8. Centralization 2. Authority 9. Scalar Chain 3. Discipline 10. Order 4. Unity of Command 11. Equity 5. Unity of Direction 12. Stability of Tenure of Personnel 6. Subordination of Individual Interests to the General Interest 13. Initiative 14. Esprit de Corps 7. Remuneration  © 2008 Prentice Hall, Inc. All rights reserved. 1–30  · †¢ ? †¢ †¢ : †¢ †¢ †¢  · (Max Weber, 1864-1920),  © 2008 Prentice Hall, Inc. All rights reserved. 1–31 EXHIBIT HM–3 Weber’s Ideal Bureaucracy 1.Division of Labor 2. Authority Hierarchy 3. Formal Selection 4. Formal Rules and Regulations 5. Impersonality 6. Career Orientation  © 2008 Pren tice Hall, Inc. All rights reserved. 1–32 ? ? , :  © 2008 Prentice Hall, Inc. All rights reserved. 1–33 II.  · †¢ 1924-1932 (Hawthorne) †¢ (George Elton Mayo, 1880-1949),  © 2008 Prentice Hall, Inc. All rights reserved. 1–34 †¢ †¢ †¢ †¢ Illumination Experiment Incentives Experiment  © 2008 Prentice Hall, Inc. All rights reserved. 1923-1927 927-1929 1929-1932 1929-1932 1–35 Hawthorne Studies †¢ A series of studies done during the 1920s and series 1930s that provided new insights into group norms and behaviors norms Hawthorne effect Hawthorne Social norms or standards of the group are the Social key determinants of individual work behavior. †¢ Changed the prevalent view of the time that Changed people were no different than machines. people  © 2008 Prentice Hall, Inc. All rights reserved. 1–36 MG2-25 †¢ â€Å" † ?â€Å" † †¢ , †¢ , †¢  © 20 08 Prentice Hall, Inc. All rights reserved. –37 —— A B ( —> ) C D E F G H  © 2008 Prentice Hall, Inc. All rights reserved. 1–38 MG2-26 ? ? †¢ ( ), , †¢ : â€Å" † †¢ â€Å"? †  © 2008 Prentice Hall, Inc. All rights reserved. 1–39 II. Human Relations Movement †¢ Based on a belief in the importance of Based employee satisfaction—a satisfied worker was employee satisfied believed to be a productive worker. believed †¢ Advocates believed in people’s capabilities and capabilities ere concerned with making management practices more humane. practices Dale Carnegie . Dale Abraham Maslow Abraham Douglas McGregor Douglas  © 2008 Prentice Hall, Inc. All rights reserved. 1–40 III. The Quantitative Approach †¢ Operations Research (Management Science) Evolved out of the development of mathematical and Evolved statistical solutions to military problems during World War II. Involves the use of statistics, optimization models, Involves information models, and computer simulations to improve management decision making for planning and control.  © 2008 Prentice Hall, Inc.All rights reserved. 1–41 †¢ †¢ †¢ †¢ †¢ , , ,  © 2008 Prentice Hall, Inc. All rights reserved. 1–42 Social Events That Shaped Management Approaches †¢ Classical Approach The desire for increased efficiency of labor intensive The operations †¢ Human Resources Approach The backlash to the overly mechanistic view of The employees held by the classicists. The Great Depression( ) The †¢ The Quantitative Approaches World War II armament production World  © 2008 Prentice Hall, Inc. All rights reserved. 1–43IV. Management Theory Jungle (Harold Koontz) Management †¢ In 1961, Harold Koontz concluded that there existed a â€Å"Management Theory Jungle† ( ) †¢ The diversity of approaches to the study of The management—functions, quantitative emphasis, management functions, human relations approaches—each offer human each something to management theory, but many are only managerial tools.  © 2008 Prentice Hall, Inc. All rights reserved. 1–44 Management Theory Jungle , †¢ (Harold Koontz) â€Å" †? †¢ †¢ †¢ †¢ †¢ †¢ (? ) The Management Process School (? The Empirical School The (? ) The Human Behavior School (? ) The Social System School (? ) The Decision Theory School (? ) The Mathematical School  © 2008 Prentice Hall, Inc. All rights reserved. 1–45 What is the Process Approach? †¢ Process Approach Process Planning, leading, and controlling activities are Planning, circular and continuous functions of management. †¢ †¢ †¢ ,  ·? ?, â€Å" †, †¢ †¢  © 2008 Prentice Hall, Inc. All rights reserved. 1–46