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MANAGEMENT LEARNING Amir NikKhah

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Page 1: Management Learning

MANAGEMENT LEARNING

Amir NikKhah

Page 2: Management Learning

Each of us has a preferred learning style, a set of ways through which we like to learn by receiving, processing, and recalling new information.

LEARNING

RECEIVING PROCESSING RECALLING

Page 3: Management Learning

What we now call the classical school was launching a path of rapid and continuing development in the science and practices of management.

Page 4: Management Learning

Taylor:

The principal object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee.

Scientific management included these four core principles:

1.Develop a science for each job-rules of motion, standard work tools, and proper work conditions.2.Hire workers with the right abilities for the job.3.Train and motivate workers to do their jobs according to the science.4.Support workers by planning and assisting their work according to the science.

Page 5: Management Learning

Max Weber was especially concerned that people were in positions of authority not because of their job-related capabilities but because of their social standing or privileged status.

A bureaucracy is a rational and efficient form of organization founded on logic, order, and legitimate authority.

Page 6: Management Learning

Clear Division of Labor Jobs are well defined, and workers become highly skilled at performing them.Clear Hierarchy of Authority Authority and responsibility are well defined, and each position reports to a higher-level one.Formal Rules and Procedures Written guidelines describe expected behavior and decisions in jobs; written files are kept for the historical record.Impersonality Rules and procedures are impartially and uniformly applied; no one gets preferential treatment.Careers Based on Merit Workers are selected and promoted on ability and performance; managers are career employees of the organization.

Characteristics of an Ideal Bureaucracy

Page 7: Management Learning

Fayol’s Five Rules Of Management:

•Foresight—complete a plan of action for the future.•Organization—provide and mobilize resources to implement plan.•Command—lead, select, and evaluate workers.•Coordination—fit diverse efforts together, ensure information is shared and problems are solved.•Control—make sure things happen according to plan, take necessary corrective action.

The scalar chain principlestates that organizations should operate with clear and unbroken lines of communication top to bottom.

The unity of command Principle states that a worker should receive orders from only one boss.

Page 8: Management Learning

The underlying assumptions of Behavioral Management approaches are that people are social and self-actualizing, and that workers seek satisfying social relationships, respond to group pressures, and search for personal fulfillment.

Page 9: Management Learning

Good things really do grow from strong foundations

Follett suggested that making every employee an owner in the business.

Feelings of Collective

Responsibility

Employee OwnershipProfit Sharing

Page 10: Management Learning

The Hawthorne effect is the tendency of persons singled out for special attention to perform as expected.

The Hawthorne studies helped shift the attention of managers and researchers away from the technical and structural concerns of the classical approaches and toward social and human concerns as important keys to workplace productivity.

Page 11: Management Learning

Maslow :Needs create tensions that can influence a person’s work attitudes and behaviors.

A NEED is a physiological or psychological deficiency that a person wants to satisfy.

Page 12: Management Learning

Maslow’s Hierarchy

of Human Needs

Page 13: Management Learning

Maslow’s Progression Principleis that a need at any level becomes activated only after the next-lower-level need is satisfied.

Maslow’s Deficit Principle is that people act to satisfy needs for which a satisfaction deficit exists; a satisfied need doesn’t motivate behavior.

Page 14: Management Learning

McGregor :managers should pay more attention to the social and self-actualizing needs of people at work.

Theory X assumes people dislike work, lack ambition, are irresponsible, and prefer to be led.

Theory Y assumes people are willing to work, accept responsibility, are self-directed, and are creative.

A self-fulfilling prophecyoccurs when a person acts in ways that confirm another’s

expectations.

Page 15: Management Learning

Argyris suggests that workers treated as adults will be more productive.

Psychological success is more likely when people define their own goals.

Weberian Bureaucracy

Fayol’s Administrative Principles

Page 16: Management Learning

Analytics is the systematic use and analysis of data to solve problems and make informed decisions.

Management science and operations research apply mathematical techniques to solve management problems.

Page 17: Management Learning

Systematic Analyzation

Appropriate Mathematical Models and Computations

Optimum Solution

Page 18: Management Learning

Operations Management is the study of how organizations produce goods and services efficiently and effectively.

Business Process AnalysisWorkflow DesignsFacilities Layouts and LocationsWork Scheduling and Project Management Production PlanningInventory ManagementQuality Control

Page 19: Management Learning

An Open System transforms resource inputs from the environment into product outputs.

Page 20: Management Learning

Any organization also operates as a complex network of subsystems, or smaller components, whose activities individually and collectively support the work of the larger system.

Page 21: Management Learning

Contingency Thinking recognizes organizational complexities and attempts to identify practices that best fit with the unique demands of different situations.

Contingency Thinking recognizes that the structure that works well for one organization may not work well for another in different circumstances.

Page 22: Management Learning

Quality Management focuses attention on continuous improvement.

Total Quality Management (TQM)

Continuous Improvement Product Quality Customer Needs

Page 23: Management Learning

Continuous Improvement involves always searching for new ways to improve work quality and performance.

The goal is that one can never be satisfied; something always can and should be

improved upon.

Page 24: Management Learning

A High-Performance Organization consistently achieves excellence while creating a high-quality work environment.

Evidence-Based Management (EBM) involves making decisions based on hard facts about what really works.

Hard Facts Half-Truths

Things that sound good but lack empirical substantiation

Page 25: Management Learning

Employment SecuritySelective HiringSelf-Managed TeamsHigh Wages Based on Performance Merit Training and Skill DevelopmentMinimal Status DifferencesShared Information

EBM

Page 26: Management Learning
Page 27: Management Learning