contribution of thinkers

7/31/2019 Contribution of Thinkers

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Prof SR RAWAT



Evolution of Mgmt Thought

Classical Th Behavioral Th Modern Th

Scientific Th(Taylor)

Administrative Th(Fayol)

Human Relation App(Mayo & Others )

Behavioral Science App(Maslow , McGregor)

Mgmt Science & App System App



F. W. Taylor was an American mechanical

engineer completed his degree in Mechanical

Engineering from Stevens Institute of

Technology in 1883. He is well known as thefather of scientific management.



In 1874 as an Apprentice Machinist.

In 1884 as Executive at Midville Steel

Company.

In 1898 at Bethlehem Iron Company, later itwas Bethlehem Steel Company.

In 1900 as Professor at „Tuck School of

Business‟.

From 1906 to 1907 as President of „AmericanSociety of Mechanical Engineers‟.



„Notes on Belting‟ in 1893.

„A Piece Rate System‟ in June 1895.

„Concrete, Plain and Reinforced‟ in 1906.

„On the Art of Cutting Metals‟ December

1906.



„The Principles of Scientific Management‟

series of articles published in „The American

Magazine‟ During march-may 1911, later

published in book form. „The making of a putting green‟ a series of

articles published in 1915.

„Not for the genius but for the average man‟

published in „The American Magazine‟ inMarch 1918



The main elements of the Scientific

Management are:

Separation of planning from actual doing of

work. Functional foremanship, based on

specialization of functions.

Job analysis to find out the best way of doing

the things.



Standardization of things shall be fixed in

advance on the basis of Job analysis, etc.

Selection of workers on scientific basis and

should be trained. Financial incentives to workers to motivate

them.

Apart from considering the Scientific and

Technical aspects adequate considerationshould be given to economy and profits.

Suitable environment to create mutual co-

operation between management and workers



1. Time n Motion Study : Identified the reasonable work expected from a

work man.

Best way of doing a work through his Time n

Motion Study .

2. Differential Payment

Linked incentives with prodution on the basis of achieving standards n surpassing

them



3. Drastic Reorganization of Supervision

Suggested two concepts:

Separation of planning n doing

Functional foremanshipTrend: foreman would only explain what is

to be done ? NOT How it is to be done?



4. scientific Recruitment and Training

Develop the worker to perform higher, more

interesting n more profitable job.

5. Intimate friendly cooperation between themanagement and workers.

Suggested coordinated efforts between

management and workers.

He believed, both parties have one commoninterest ie Increasing Productivity



The principles of Scientific Management are:

Replacing rule of thumb with science.

Obtaining harmony in group action rather

than discord.Co-operation rather than chaotic

individualism.

Increase in production and productivity

instead of restricted production.

Development of workers by providing

training.



His concepts n Principles were refined by his

followers like Henry L. Gantt and the

Gilberths



Worked with Taylor at Midvale Steel Company

Specialized in incentive wage plans

Introduced a differential piece rate system – Task work with a bonus

Permitted workers to improve the productionsystem

Introduced a bonus for foremen based on thenumber of their workers who earned bonus

Brought the concept



Developed tohelp industrial

age managers

plan for mass

productionUtilized to

coordinate WWI

shipbuilding

Visual displayused to

schedule based

on time



- Associates of Fredrick

Winslow Taylor, theirwork was intertwinedwith his and theirmotion studiespredated Taylor‟s

system first publishedin 1903.

- Developed the lawsof human motion fromwhich evolved theprinciples of motioneconomy



Pioneers in the field of motion studies andprovided the foundation for job simplification,meaningful work, and incentive wage plans.

Analyzed each motion of work for wasted

efforts in an attempt to reduce each task to thesmallest amount of expended time and energy.

Professed: effective training, effective workmethods, improved work environment, positivepsychological perspective.

Made the connection between standardizationand efficiency

Believed that time could not be separated frommotion; the two were intertwined.



Systematically examined how repetitive taskswere performed

These repetitive tasks were broken down intoTherbligs, the small units, meant for analyzing

the motions involved in performing a task. Thisconsisted of identification of individual motions,as well as moments of delay in the process,designed to find unnecessary or inefficientmotions and to utilize or eliminate even split

seconds of wasted time. Invented and refined Therbligs roughly between

1908 and 1924. Each Therblig had a mnemonicsymbol and standard color for charting



Believed that public administration could

have made more effective if it were

practiced according to a set of

guidelines. All organizations are characterized by a

tension between the need for division

and the need for coordination.

Work division is the foundation of

organization.



It is important to recognize that there

are limits beyond which labor cannot

usefully be divided.

Gulick stated, “It might be more efficient

to have the front half of the cow in the

pasture grazing while the rear half is inthe barn being milked, but any attempt

to divide the cow in this fashion would,

for obvious reasons, fail.”

Gulick believed that, labor divided makesfor efficiency, but only if the labor and

its outputs are harmonized with the

organization‟s goals



By Purpose – the aims of the work unit

By Process – what the unit actually does

By Clientele – work with similar materials orclients

By Location – organized together due togeographic location, regardless of function



Planning

Organizing

Staffing

Directing

Coordinating

Reporting Budgeting



The most difficult task of the chief executive

is not command, it is leadership, which is the

development of the desire and will to work

together for a purpose in the minds of those

who are associated in any activity.

Gulick sees ideas as more potent and more

powerful than organizations.



GILBRETHS- Devoted to Efficiency

- Analyzed Motion and

Movements of Workers

- Created Therblig System

- Their studies were part

of the manufacturing

revolution in the U.S.

GULICK- Applied Scientific Method to

Management

- Division of Labor andIntegrated Organization

- Applied Scientific approachto Personnel Management

Defined work in terms of positions needed to carryout a process, rather thanthe people doing the work



Weberian Model of Bureaucracy

Division of Labor and Specialization

Impersonal Orientation Hierarchy of Authority

Rules and Regulations

Career Orientation



Charismatic

Traditional

Legal



Dysfunctional Consequences

Neglect of the Informal Organization

Internal Inconsistencies

Gender BiasOppressive Features

Organizational Pathologies



Described the bureaucratic characteristics

used by most educational institutions.

Described organizations as social systems

that interact and are dependent upon theirenvironments.

Provides a starting point for modified

structures.



Fayol‟s Five Functions of Management

1. Forecasting and Planning

2. Organization3. Command

4. Coordinate

5. Control



1. Division of Labor: allows for jobspecialization.Fayol noted firms can have too much specialization

leading to poor quality and worker involvement.

2. Authority and Responsibility: Fayolincluded both formal and informal authorityresulting from special expertise.

3. Unity of Command: Employees should haveonly one boss.

4. Line of Authority: a clear chain from top tobottom of the firm.

5. Centralization: the degree to whichauthority rests at the very top.



6. Unity of Direction: One plan of action to

guide the organization.

7. Equity: Treat all employees fairly in

justice and respect.8. Order: Each employee is put where they

have the most value.

9. Initiative: Encourage innovation.

10. Discipline: obedient, applied, respectful

employees needed.



11. Remuneration of Personnel: Thepayment system contributes to success.

12. Stability of Tenure: Long-termemployment is important.

13. General interest over individualinterest: The organization takesprecedence over the individual.

14. Esprit de corps: Share enthusiasm ordevotion to the organization.



WEBER

- Ideal Type

- Hierarchy of authority

- Division of Labor- Career Orientation

- Rules and Regulations

FAYOL

- One Best Way

- Top Down

Management- Specialization

- Stability of Tenure

-

Discipline



WEBER- Organization as a

Social Systemdependent on

environment- Rationality

- ImpersonalOrientation

- AdministrativeEfficiency

FAYOL- No parallel

- Personal experienceand observation

- Esprit and Initiative

- Future Planning



Defined Administrative

Roles

Supervision of work

rather than people

Work specializations

Span of controlCost accounting

Homogeneity of

Positions

Engineering for

Efficiency

Assembly Line

ProductionEmphasis on Quality

Control



Teaching Objectives

Vocational CurriculumDesign

Division of Labor

Subjects Departmentalized

Improvements by Analysis Data-driven decisions

Outcomes for Instruction Standardized assessments

Teacher Merit-pay

Staff Development Programs



Scientific Management- The most efficient

manner to perform a taskis determined andeveryone does it that way

- Task Analysis

- Personnel Selection andTraining

- Bureaucratic Organization

Structure- Span of Control and Top

Down Management

Humanistic Approach- Concern for people not

the task

- Participatory decision-

making

- Emphasis on Individual

Contributions and

Personal Awareness

- Flexibility



Scientific Management- The most efficient way to

perform a task isestablished and everyonedoes it that way

- Task Analysis- Personnel Selection and

Training

- Bureaucratic OrganizationStructure

- Span of Control and TopDown Management

Situational Leadership- No one style is appropriate

for all situations

- Increased involvement indecision making

- Collaborative Planning

- Flexible Change Strategies

- Unique OrganizationalPersonality must be

accounted for in structure,leadership, and decision-making



Scientific Management- The most efficient

manner to complete atask is determined andeveryone does it that way

- Task Analysis- Personnel Selection and

Training

- Bureaucratic OrganizationStructure

- Span of Control and TopDown Management

Futuristic Approach- Focus on an improved,

decentralized system of management

- “Learning organizations”able to predict for andrespond to a changingenvironment

- Organizational Change

Models that helporganizations prepare forfuture challenges



Taylors belief that economic incentives arestrong enough to motivate workers for increased

promotion proved wrong. His time n motion study is not accepted as

entirely scientific as time recorded with twoseparate individuals at two different times maybe entirely different. Thus no best way of doing

a work manually be predicted. Separation of planning & doing & the greater

specialization inherent in the system tended toreduce the need for skill & produce greatermonotony of work. A man receiving orders from7-8 bosses simply added to confusion and theincreased overhead cost.

Advancement in methods n better toolseliminated some workers, who could not findother job and hence resentment among them.



Fayol‟s principle of specialization had

dysfunctional consequences like increasing of

overhead cost

Based on case study not on experiments Builds' up an organization which is insensitive

towards employees social psychological

needs .

These princ. are based on assumptions thatorganization are closed system, but in reality

its not so.



Conducted by Elton Mayo and associates

at Western Electric (1927±1932)

Illumination study. Elton Mayo's studies

grew out of preliminary experiments atthe Hawthorne plant from 1924 to 1927on the effect of light on productivity.

Those experiments showed no clear

connection between productivity and theamount of illumination but researchersbegan to wonder what kind of changeswould influence output.



Relay Assembly Test room.Mass Interview Program.

The major finding of the study was thatregardless of the experimental manipulation,worker production seemed to continuallyimprove.

One reasonable conclusion is that the workerswere happy to receive attention from theresearchers who expressed an interest in them.

Originally, the study was expected to last oneyear, but since the findings were inexplicable

when the researchers tried to relate the worker'sefficiency to manipulated physical conditions,the project was incrementally extended to fiveyears.



Bank Wiring observation Room Theaptitudes of individuals are imperfectpredictors of job performance. Althoughthey give some indication of the physicaland mental potential of the individual,the amount produced is strongly

influenced by social factors. Informal organization affects

productivity. The researchersdiscovered a group life among theworkers. The studies also showed that

the relations that supervisors developwith workers tend to influence themanner in which the workers carry outdirectives.



Work-group norms affect productivity. The Hawthorne researchers were not thefirst to recognize that work groups tendto arrive at norms of what is "a fair day's

work." However, they provided the bestsystematic description and interpretationof this phenomenon.

The need for recognition, security andsense of belonging is more important in

determining workers' morale andproductivity than the physical conditionsunder which he works.



The workplace is a social system. The

researchers came to view the workplace

as a social system made up of

interdependent parts. The worker is aperson whose attitudes and effectiveness

are conditioned by social demands from

both inside and outside the work plant.

Informal group within the work plantexercise strong social controls over the

work habits and attitudes of the

individual worker.



Behavioral Science Approach

Abraham Maslow :

Advanced a theory that employees aremotivated by a hierarchy of needs that they

seek to satisfy.



He Proposed Theory X and Theory Y concepts

of managerial beliefs about people and work

Theory X :

It assumes that workers have little ambition,

dislike work, want to avoid responsibility,

andneed to be closely controlled



It assumes that workers can exercise self-

direction, accept and actually

seek out responsibility, and consider work to

be a natural activity



In his youth, Barnard worked in a farm, then

studied economics at Harvard University,

earning money tuning pianos and operating a

dance band. Harvard denied him a BA

because of a technicality, but a number of

universities later granted him honorary

doctorates.

http://en.wikipedia.org/wiki/Harvard_University

http://en.wikipedia.org/wiki/Harvard_University



Barnard joined the American Telephone and

Telegraph Company (now AT&T) in 1909. In

1927, he became president of the New

Jersey Bell Telephone Company.

During the Great Depression, he directed the

New Jersey state relief system .He was

president of the United Service Organizations

(USO), 1942-45

http://en.wikipedia.org/wiki/American_Telephone_and_Telegraph_Company


http://en.wikipedia.org/wiki/New_Jersey_Bell_Telephone_Company


http://en.wikipedia.org/wiki/Great_Depression

http://en.wikipedia.org/wiki/United_Service_Organizations

http://en.wikipedia.org/wiki/United_Service_Organizations

http://en.wikipedia.org/wiki/Great_Depression







Upon retiring from business, he served as

president of the Rockefeller Foundation,

1948-52, and as chairman of the National

Science Foundation, 1952-54.

End 1950s he was among the first members

of the Society for General Systems Research

http://en.wikipedia.org/wiki/Rockefeller_Foundation

http://en.wikipedia.org/wiki/National_Science_Foundation


http://en.wikipedia.org/wiki/Society_for_General_Systems_Research

http://en.wikipedia.org/wiki/Society_for_General_Systems_Research



http://en.wikipedia.org/wiki/Rockefeller_Foundation



Barnard looked at organizations as systems of

cooperation of human activity, and noted

that they are typically short-lived.

It is rare for a firm to last more than a

century. Similarly most nations last for less

than a century.



The only organization that can claim a

substantial age is the Roman Catholic

Church.

According to Barnard, organizations are not

long-lived because they do not meet the two

criteria necessary for survival: effectiveness

and efficiency.

http://en.wikipedia.org/wiki/Roman_Catholic_Church


http://en.wikipedia.org/wiki/Effectiveness

http://en.wikipedia.org/wiki/Economic_efficiency

http://en.wikipedia.org/wiki/Economic_efficiency

http://en.wikipedia.org/wiki/Effectiveness





Effectiveness, is defined as being able to

accomplish stated goals.

It is the ultimate objective of cooperative

action .

It Cannot be achieved without cooperation

from employees .



He defined efficiency of an organization as

the degree to which that organization is able

to satisfy the motives of the individuals

If an organization satisfies the motives of its

members while attaining its explicit goals,

cooperation among its members will last.

http://en.wikipedia.org/wiki/Motives

http://en.wikipedia.org/wiki/Motives



Barnard's classic 1938 book Functions of the

Executive discusses, as the title suggests, the

functions of the executive, but not from a

merely intuitive point of view, but instead

deriving them from his conception of cooperative systems.



Barnard summarized the functions of theexecutive as follows:

Barnard formulated two interesting theories:

(a) authority

(b) incentives.

Both are seen in the context of acommunication system grounded in sevenessential rules:

http://en.wikipedia.org/wiki/Authority

http://en.wikipedia.org/wiki/Incentives

http://en.wikipedia.org/wiki/Communication_system

http://en.wikipedia.org/wiki/Communication_system

http://en.wikipedia.org/wiki/Incentives

http://en.wikipedia.org/wiki/Authority



The channels of communication should be

definite;

Everyone should know of the channels of

communication;

Everyone should have access to the formal

channels of communication;



Lines of communication should be as short

and as direct as possible;

Competence of persons serving as

communication centers should beadequate;

The line of communication should not be

interrupted when the organization is

functioning;

Every communication should be

authenticated.



Thus, what makes a communicationauthoritative rests with the subordinaterather than with his superior. Barnard'sperspective had affinities to that of Mary

Parker Follett and was very unusual for histime, and that has remained the case downto the present day. He seemed to argue thatmanagers should obtain authority by treatingsubordinates with respect and competence.

http://en.wikipedia.org/wiki/Authoritative

http://en.wikipedia.org/wiki/Mary_Parker_Follett




http://en.wikipedia.org/wiki/Authoritative



As for incentives, he proposed two ways of

convincing subordinates to cooperate:

tangible incentives and persuasion. He gives

great importance to persuasion, much more

than to economic incentives.

http://en.wikipedia.org/wiki/Persuasion

http://en.wikipedia.org/wiki/Persuasion



He described general and as well asspecific incentives such as :

Money and other material inducements;

Personal non-material opportunities fordistinction;

Desirable physical conditions of work;

Ideal benefactions, such as pride of

workmanship etc



THANK YOU

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