management past to present. classical management approaches scientific managementadministrative...
TRANSCRIPT
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ManagementPast to Present
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CLASSICAL MANAGEMENT APPROACHES
Scientific Management
Administrative Principles
Bureaucratic Organizations
Frederick Taylor & The Gilbreths
Henry FayolMary Parker Follett
Max Weber
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CLASSICAL MANAGEMENT APPROACHES
Scientific Management
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Who? Frederick W. Taylor
When? Beginning of the 20th century
Why? Search for efficiency
Basis? People will work in a manner that is most economically beneficial to themselves
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What he believed:“The principal object
of management should be to secure maximum
prosperity for the employer, coupled with the maximum prosperity for the
employee”
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Problem:Workers did their jobs “their own way” and
without clear and uniform specifications.
RESULTinefficiency &
performing below true capacities
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One of my most famous studies involved shovels. I noticed that workers used the
same shovel for all materials. I determined that the most effective load
was 21½ lb, and found or designed shovels that for each material would
scoop up that amount. I was however, generally unsuccessful in getting his concepts applied and was dismissed
from Bethlehem Steel. Nevertheless, I was able to convince workers who used shovels and whose compensation was
tied to how much they produced to adopt my advice about the optimum
way to shovel by breaking the movements down into their component
elements and recommending better ways to perform these movements.
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What I Discovered?- Workers purposely
work at a pace slower than their capability
What I did- Instituted a
piecework pay system
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Develop for every job a “science”—rules of motion
Carefully select skilled workers
Properly train & give incentives
Provide supervisory support
Key Principles of SCIENTIFIC MANAGEMENT
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Who? Frank & Lillian Gilbreth
When? Followers of Taylor in the early 1900’s
Why? Search for efficiency
Basis? Using motion studies to reduce a task to its basic physical motions
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One of their most interesting research projects was their motion study of bricklayers at work, after which they developed several procedures for doing the job more efficiently. For example, they specified standard materials and techniques including the positioning of the bricklayer, the bricks and the mortar at different levels. The results of these changes were a reduction from 18 separate physical movements to 5 and an increase in output of about 200%.
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Working together, the Gilbreths developed number techniques and strategies for eliminating inefficiency. They applied many of their ideas to their family. Their experiences in raising 12 children are document in the book and movie “Cheaper by the Dozen”.
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Modern Applications:
Job simplification
Work standards
Incentive wage plans
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CLASSICAL MANAGEMENT APPROACHES
Administrative Principles
Max Weber
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Who? Henri Fayol
When? In Early 1900’s
Why? Focus on improving management skills
Basis? Used his experience as an engineer leading large-scale enterprises of 1000s of employees
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MANAGEMENT CAN
BE TAUGHT!
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I believe managers have 5 duties:1) Foresight2) Organization3) Command4) Coordination5) Control
I was a pretty smart dude as I was ahead of my time because my 5 duties for a manager closely resemble the functions of a manager you follow today. (planning, organizing, implementing and controlling.
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Who? Mary Parker Follett
When? In early-1900’s
Why? How to get diverse groups of individuals to work cooperatively for greater good
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What she believed…
“Organizations were ‘communities’ in which managers and workers
should labour in harmony without one party
dominating the other & with freedom to talk over & reconcile differences.
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Modern Applications:
•Employee ownership
•Profit sharing
•Gain-sharing plans
•Managerial ethics
•Social responsibility
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She said:
• Managers must respect the experience & knowledge of workers
• Warned against organizations having too much of a “hierarchy”
This leads to today’s …
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Modern Applications:
• empowerment
• involvement
• flexibility
• self-management
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CLASSICAL MANAGEMENT APPROACHES
Bureaucratic Organizations
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Who? Max Weber
When? Late 1900’s in Germany
Why? Reaction to organizational performance inefficiencies & unfair promotions & hiring based on “privileged” status
Basis? A bureaucracy could solve these problems
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Characteristics of a Bureaucratic Organization:
• Clear division of labour
• Clear hierarchy of authority
• Formal rules and procedures
• Impersonality
• Careers based on merit
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The DOWNSIDE of Bureaucratic Organization:
• excessive paperwork or “red tape”
• slowness in handling problems
• rigidity in the face of shifting customer/client needs
• resistance to change
• employee apathy…lack motivation or interest
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Modern Day Management:
“Current trends in management include
many innovations that seek the same goals as
Weber, but with different approaches to how
organizations can be structured.”