4. Taylorism | Scientific Management
*the concept of Scientific
Management is also known as
“Taylorism”
*this method believed in
the concept of “One Best
Way”, to perform a certain
task.
5. Taylorism | Scientific Management
In general, Taylorism believed
in the following principles:
1.Decision-making should be
under the purview of the
management.
2. Developing a standard method
to perform each job.
6. Taylorism | Scientific Management
3.Selecting workers with
appropriate abilities for each
job to create an environment of
excellence and complete
understanding of the task.
4. Workers to be trained on the
standard methods were those
previously developed and fine-
tunes.
7. Taylorism | Scientific Management
5.Provide a complete support to
employees so that they can plan
their work and eliminate
interruptions.
6. In case of increased output
by a certain employees, he/she
be rewarded with a wage
incentive, or bonus.
8. Fayolism | Process Approach
*second of the early business
management styles.
*the process approach was
propounded by Henri Fayol in
the 1920s
9. Fayolism | Process Approach
*popularly known as “Fayolism”.
Fayolism is a modification of
Taylorism.
*However, the modifications
made this management style very
different from Taylorism as it
was broader in perspective
10. Fayolism | Process Approach
Fayolism follows 14 principles
of administration:
1.Division of work
2.Authority
3.Discipline
4.Unity of command
5.Unity of direction
6.Subordination of Individual
Interest to the Common Interest
11. Fayolism | Process Approach
7.Remuneration of personnel
8.Centralization
9.Scarlar chain
10.Order
11.Equity
12.Stability of personnel
tenure
13.Initiative
14.Esprit de corps (Union is
strength)
12. The Hawthrone Effect
*developed in the 1930s and
1940s, the Hawthrone
experiments by Elton Mayo, were
the basis of this management
style
13. The Hawthrone Effect
*this management style believed
in the concept of: “A happy
worker is a good management
style.
*The management style believed
in the concept of: “A happy
worker is a good worker”.
*majority of the concentration
was focused on providing
employees with required
amenities
14. * such as adequate light,
healthy diet and conducive
environment were provided to
the employees to ensure
optimum output.
*This concept was developed on
the basis of two beliefs:
1.People are not the rational
and economic being assumed by
classical theorists.
2.Social interaction is
important and people work
well if they feel valued.
15. The Hawthrone Effect
The Hawthrone experiments were
divided in 3 parts.
1. a set of changes were made to the
general work environment and
timings.
2. conducting interviews with each of
the employees
3. checking if incentives had any
impact on the productivity of
employees
16. The Hawthrone Effect
The Hawthrone experiments
highlighted the fact that
human beings were the main
resources for many
organizations and had to be
kept happy to ensure high
productivity.
17. Maslow’s Hierarchy of Needs
*Maslow's hierarchy of needs is
a theory in psychology proposed
by Abraham Maslow in his 1943
paper "A Theory of Human
Motivation"
18. Maslow’s Hierarchy of Needs
* Maslow’s theory on the
‘Hierarchy of Needs’ had many
implications for management
style.
* According to Maslow, every
individual’s need is divided
into a certain hierarchy.
19.
20. Maslow’s Hierarchy of Needs
Maslow’s hierarchy of needs
is followed to quite an
extent today by many
organizations.
It is used as a guide for
employee satisfaction and
general need-allocation in
life.
22. Complex Man
Safety culture was developed
because:
1.No single management style
could succeed in improving
the performance of all
workers.
2.The motives of individuals
were extremely complex and
liable to change over time.
3.A high level of satisfaction
did not necessarily lead to
increased productivity.
23. *As per safety culture, the
following factors were
pertinent to the safety
interest of any organizations:
1.Prioritization of safety over
production.
2.Maintaining a high profile for
safety in meetings.
3.Personal attendance of managers
at safety meetings and
walkabouts.
4.Job description that included
safety contrast.
25. Management by Objectives
*this is one of the recent
management styles, and in
today’s diverse market, it is
very useful.
* It was popularized by Peter
Drucker in 1954.
26. Management by Objectives
The objective of Management by
Objectives (MBO) is,
“To create empowered employees
who have clarity of the roles
and responsibilities expected
from them, understand their
objective to be achieved and
this help in the achievement of
organizational as well as
personal goals”.
27. Management by Objectives
It has the following
advantages:
1.Motivation: Participative
environment that includes
employees in goal setting,
which motivates them to come
to work.
28. Management by Objectives
2. Better Communication and
Coordination:
This method has made general
communication and coordination
much easier and smoother.
Regular review, feedback, and
an open-door policy help in
creating an amicable
environment in the
organization.
29. Management by Objectives
3.Clarity of Goals: With MBO,
the objective are “SMART”:
S – Specific
M – Measurable
A – Achievable
R – Relevant
T – Time bound
30. Despite its advantages, MBO has a
few limitations.
1.It concentrates on goals more
than outcome. More so, it fails
to state the context in which
the goals are set.
2.Appraisals are based on “What
an employee should be”, not on,
“What an employee should do”,
and few other organization-
specific limitations.
However, principles of the
management style are kept in
mind for general management
benefit.
31.
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