1、 Chapter 1:Management 2lAfter studying,you should be able to:Explain the principle of job specialization and division of labor,and tell why the study of person-task relationships is central to the pursuit of increased efficiency.Identify the principles of administration and organization that underli
2、e effective organizations.Trace the change in theories about how managers should behave to motivate and control employees3Explain the contributions of management science to the efficient use of organizational resources.Explain why the study of the external environment and its impact on an organizati
3、on has become a central issue in management thought.4lScientific Management TheoryJob Specialization and the Division of LaborF.W.Taylor and Scientific ManagementThe GilbrethslAdministrative Management TheoryThe Theory of BureaucracyFayols Principles of ManagementlBehavioral Management TheoryThe Wor
4、k of Mary Parker FollettThe Hawthorne Studies and Human Relations5lBehavioral Management Theory(contd)Theory X and Theory YlManagement Science TheorylOrganizational Environment TheoryThe Open Systems ViewContingency Theory61.Scientific Management Theory 1.1 Evolution of Modern ManagementBegan in the
5、 industrial revolution in the late 19th century as:lManagers of organizations began seeking ways to better satisfy customer needs.lLarge-scale mechanized manufacturing began to supplanting small-scale craft production in the ways in which goods were produced.lSocial problems developed in the large g
6、roups of workers employed under the factory system.lManagers began to focus on increasing the efficiency of the worker-task mix.7Figure 2.1Source:8Adam Smith(18th century economist)Observed that firms manufactured pins in one of two different ways:lCraft-styleeach worker did all steps.lProductioneac
7、h worker specialized in one step.Realized that job specialization resulted in much higher efficiency and productivitylBreaking down the total job allowed for the division of labor in which workers became very skilled at their specific tasks.9 Scientific ManagementThe systematic study of the relation
8、ships between people and tasks for the purpose of redesigning the work process for higher efficiency.lDefined by Frederick Taylor in the late 1800s to replace informal rule of thumb knowledge.lTaylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.10 Pri
9、nciples to increase efficiency:-Study the ways jobs are performed now and determine new ways to do them.lGather detailed time and motion information.lTry different methods to see which is best.-Codify the new methods into rules.lTeach to all workers the new method.-Select workers whose skills match
10、the rules.-Establish fair levels of performance and pay a premium for higher performance.lWorkers should benefit from higher output11 Managers frequently implemented only the increased output side of Taylors plan.Workers did not share in the increased output.Specialized jobs became very boring,dull.
11、Workers ended up distrusting the Scientific Management method.Workers could purposely“under-perform.”Management responded with increased use of machines and conveyors belts.12lRefined Taylors work and made many improvements to the methodologies of time and motion studies.Time and motion studieslBrea
12、king up each job action into its components.lFinding better ways to perform the action.lReorganizing each job action to be more efficient.lAlso studied worker-related fatigue problems caused by lighting,heating,and the design of tools and machines.13Administrative ManagementThe study of how to creat
13、e an organizational structure that leads to high efficiency and effectiveness.Max WeberDeveloped the concept of bureaucracy as a formal system of organization and administration designed to ensure efficiency and effectiveness.14Figure 2.215lAuthority is the power to hold people accountable for their
14、 actions.lPositions in the firm should be held based on performance,not social contacts.lPosition duties are clearly identified so that people know what is expected of them.lLines of authority should be clearly identified such that workers know who reports to who.lRules,standard operating procedures
15、(SOPs),and norms guide the firms operations.16lDivision of Labor:allows for job specialization.Fayol noted jobs can have too much specialization leading to poor quality and worker dissatisfaction.lAuthority and ResponsibilityFayol included both formal and informal authority resulting from special ex
16、pertise.lUnity of CommandEmployees should have only one boss.17lLine of AuthorityA clear chain of command from top to bottom of the firm.lCentralizationThe degree to which authority rests at the top of the organization.lUnity of DirectionA single plan of action to guide the organization.18lEquityThe
17、 provision of justice and the fair and impartial treatment of all employees.lOrderThe arrangement of employees where they will be of the most value to the organization and to provide career opportunities.lInitiativeThe fostering of creativity and innovation by encouraging employees to act on their o
18、wn.19lDisciplineObedient,applied,respectful employees are necessary for the organization to function.lRemuneration of PersonnelAn equitable uniform payment system that motivates contributes to organizational success.lStability of Tenure of PersonnelLong-term employment is important for the developme
19、nt of skills that improve the organizations performance.20lSubordination of Individual Interest to the Common InterestThe interest of the organization takes precedence over that of the individual employee.lEsprit de corpsComradeship,shared enthusiasm foster devotion to the common cause(organization)
20、.213.1 Behavioral ManagementThe study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.Focuses on the way a manager should personally manage to motivate employees.223.2 Mary Parker FollettAn i
21、nfluential leader in early managerial theoryHeld a horizontal view of power and authority in organizationslSuggested workers help in analyzing their jobs for improvementsthe worker knows the best way to improve the job.lIf workers have relevant knowledge of the task,then they should control the task
22、.23Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 1924-1932.Worker productivity was measured at various levels of light illumination.Researchers found that regardless of whether the light levels w
23、ere raised or lowered,worker productivity increased.24Human Relations ImplicationsHawthorne effectworkers responded to the attention they received and were more productive.Managers should be behaviorally trained to manage subordinates to elicit their cooperation and increase their productivity.Group
24、s impose informal performance norms on their members(both“rate busters”and“chiselers”)Gave rise to the field of Organizational BehaviorlThe study of the factors that have an impact on how individuals and groups respond to and act in organizations.253.4 Theory X and Theory YlDouglas McGregor proposed
25、 the two different sets of assumptions about workers.Theory X assumes the average worker is lazy,dislikes work and will do as little as possible.lManagers must closely supervise and control through reward and punishment.Theory Y assumes workers are not lazy,want to do a good job and the job itself w
26、ill determine if the worker likes the work.lManagers should allow workers greater latitude,and create an organization to stimulate the workers.26Figure 2.3Source:27lAn approach to management that uses rigorous quantitative techniques to maximize the use of organizational resources.Quantitative manag
27、ementutilizes linear programming,modeling,simulation systems.Operations managementtechniques to analyze all aspects of the production system.Total Quality Management(TQM)focuses on improving quality throughout an organization.Management Information Systems(MIS)provides information about the organiza
28、tion.285.1 Organizational EnvironmentThe set of forces and conditions that operate beyond an organizations boundaries but affect a managers ability to acquire and utilize resources.295.2 Open SystemA system that takes resources for its external environment and converts them into goods and services t
29、hat are then sent back to that environment for purchase by customers.Inputs:the acquisition of external resources.Conversion:the processing of inputs into goods and services.Output:the release of finished goods into the environment.30Figure 2.431lContingency TheoryThe idea that the organizational st
30、ructures and control systems manager choose depend onare contingent oncharacteristics of the external environment in which the organization operates.Assumes there is no one best way to manage.lThe environment impacts the firm and managers must be flexible to react to environmental changes.In rapidly
31、 changing organizational environments,managers must find ways to coordinate different departments to respond quickly and effectively.32Figure 2.5Source:33lMechanistic StructureAuthority is centralized at the top.(Theory X)Employees are closely monitored and managed.Can be very efficient in a stable environment.lOrganic structureAuthority is decentralized throughout the organization.(Theory Y)Tasks and roles are left ambiguous to encourage employees to react quickly to changing environment.
