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Management Approaches and Trends
1. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
Copyright Š 2005 Prentice Hall, Inc.Copyright Š 2005 Prentice Hall, Inc.
All rights reserved.All rights reserved.
8th
edition
Steven P. Robbins
Mary Coulter
2. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
o Historical Background of Management
⢠Explain why studying management history is important.
⢠Describe some early evidences of management practice.
⢠Discuss why division of labor and the Industrial
Revolution are important to the study of management.
⢠List six management approaches.
⢠Scientific Management
⢠Define scientific management.
⢠Describe the important contributions made by Fredrick W.
Taylor and Frank and Lillian Gilbreth.
⢠Explain how todayâs managers use scientific
management.
3. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â3
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
oGeneral Administrative Theorists
⢠Tell what the general administrative theorists brought to
the study of management.
⢠Describe how Fayol viewed the practice of management
⢠Explain why Fayol developed his principles of
management.
⢠Discuss Fayolâs 14 management principles.
⢠Describe Max Weberâs contribution to the general
administrative theory of management,
⢠Define the characteristics of a bureaucracy
⢠Explain how todayâs managers use general administrative
theory.
4. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â4
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
oQuantitative Approach to Management
⢠Define the quantitative approach and how it evolved.
⢠Explain what the quantitative approach has contributed to
the field of management.
⢠Discuss how todayâs managers may not be comfortable
with the quantitative approach.
â˘Toward Under Organizational Behavior
⢠Define organizational behavior.
⢠Describe the contributions of the early advocates of OB.
⢠Describe the design of the Hawthorne Studies.
⢠Explain the contributions of the Hawthorne Studies to the
field of management.
5. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â5
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
oToward Understanding Organizational Behavior
(contâd)
⢠Discuss the criticisms of the Hawthorne Studies.
⢠Discuss how todayâs managers use the behavioral
approach.
oThe Systems Approach
⢠Define a system.
⢠Contrast closed systems and open systems.
⢠Describe an organization using the systems approach.
⢠Discuss how the systems approach is appropriate for
understanding management.
6. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â6
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
oThe Contingency Approach
⢠Define the contingency approach
⢠Explain how the contingency approach differs from the
early theories of management
⢠Discuss the popular contingency variables.
⢠Discuss how the contingency approach is appropriate for
studying management
oCurrent Issues and Trends
⢠Explain why we need to look at the current trends and
issues facing managers.
⢠Define workforce diversity, entrepreneurship, e-business,
learning organization, knowledge management, and
quality management.
7. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â7
Historical Background of Management
⢠Ancient Management
ďEgypt (pyramids) and China (Great Wall)
ďVenetians (floating warship assembly lines)
⢠Adam Smith
ďPublished âThe Wealth of Nationsâ in 1776
ďś Advocated the division of labor (job specialization) to
increase the productivity of workers
⢠Industrial Revolution
ďSubstituted machine power for human labor
ďCreated large organizations in need of management
8. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â8
Major Approaches to Management
⢠Scientific Management
⢠General Administrative Theory
⢠Quantitative Management
⢠Organizational Behavior
⢠Systems Approach
⢠Contingency Approach
9. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â9
Scientific Management
⢠Fredrick Winslow Taylor
ďThe âfatherâ of scientific management
ďPublished Principles of Scientific Management (1911)
ďś The theory of scientific management:
â Using scientific methods to define the âone best wayâ for a
job to be done
⢠Putting the right person on the job with the correct tools
and equipment
⢠Having a standardized method of doing the job
⢠Providing an economic incentive to the worker
10. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â10
Scientific Management (contâd)
⢠Frank and Lillian Gilbreth
ďFocused on increasing worker productivity through
the reduction of wasted motion
ďDeveloped the microchronometer to time worker
motions and optimize performance.
⢠How Do Todayâs Managers Use Scientific
Management?
ďUse time and motion studies to increase productivity
ďHire the best qualified employees
ďDesign incentive systems based on output
11. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â11
General Administrative Theorists
⢠Henri Fayol
ďBelieved that the practice of management was distinct
from other organizational functions
ďDeveloped fourteen principles of management that
applied to all organizational situations
⢠Max Weber
ďDeveloped a theory of authority based on an ideal
type of organization (bureaucracy)
ďś Emphasized rationality, predictability, impersonality,
technical competence, and authoritarianism.
12. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â12
Quantitative Approach to Management
⢠Quantitative Approach
ďAlso called operations research or management
science
ďEvolved from mathematical and statistical methods
developed to solve WWII military logistics and quality
control problems
ďFocuses on improving managerial decision making by
applying:
ďś Statistics, optimization models, information models, and
computer simulations
13. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â13
Understanding Organizational Behavior
⢠Organizational Behavior (OB)
ďThe study of the actions of people at work; people are
the most important asset of an organization
⢠Early OB Advocates
ďRobert Owen
ďHugo Munsterberg
ďMary Parker Follett
ďChester Barnard
14. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â14
The Hawthorne Studies
⢠A series of productivity experiments conducted
at Western Electric from 1927 to 1932.
⢠Experimental findings
ďProductivity unexpectedly increased under imposed
adverse working conditions.
ďThe effect of incentive plans was less than expected.
⢠Research conclusion
ďSocial norms, group standards and attitudes more
strongly influence individual output and work behavior
than do monetary incentives.
15. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â15
The Systems Approach
⢠System Defined
ďA set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.
⢠Basic Types of Systems
ďClosed systems
ďś Are not influenced by and do not interact with their
environment (all system input and output is internal)
ďOpen systems
ďś Dynamically interact to their environments by taking in
inputs and transforming them into outputs that are
distributed into their environments
16. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â16
Implications of the Systems Approach
⢠Coordination of the organizationâs parts is
essential for proper functioning of the entire
organization.
⢠Decisions and actions taken in one area of the
organization will have an effect in other areas of
the organization.
⢠Organizations are not self-contained and,
therefore, must adapt to changes in their
external environment.
17. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â17
The Contingency Approach
⢠Contingency Approach Defined
ďAlso sometimes called the situational approach.
ďThere is no one universally applicable set of
management principles (rules) by which to manage
organizations.
ďOrganizations are individually different, face different
situations (contingency variables), and require
different ways of managing.
18. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â18
Current Trends and Issues
⢠Globalization
⢠Ethics
⢠Workforce Diversity
⢠Entrepreneurship
⢠E-business
⢠Knowledge Management
⢠Learning Organizations
⢠Quality Management
19. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â19
Current Trends and Issues (contâd)
⢠Globalization
ďManagement in international organizations
ďPolitical and cultural challenges of operating in a
global market
⢠Ethics
ďIncreased emphasis on ethics education in college
curriculums
ďIncreased creation and use of codes of ethics by
businesses
20. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â20
Current Trends and Issues (contâd)
⢠Workforce Diversity
ďIncreasing heterogeneity in the workforce
ďś More gender, minority, ethnic, and other forms of
diversity in employees
ďAging workforce
ďś Older employees who work longer and not retire
ďś The cost of public and private benefits for older workers
will increase
ďś Increased demand for products and services related to
aging
21. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â21
Current Trends and Issues (contâd)
⢠Entrepreneurship Defined
ďThe process whereby an individual or group of
individuals use organized efforts to create value and
grow by fulfilling wants and needs through innovation
and uniqueness.
⢠Entrepreneurship process
ďPursuit of opportunities
ďInnovation in products, services, or business methods
ďDesire for continual growth of the organization
22. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â22
Current Trends and Issues (contâd)
⢠E-Business (Electronic Business)
ďThe work preformed by an organization using
electronic linkages to its key constituencies
ďE-commerce: the sales and marketing component of
an e-business
⢠Categories of E-Businesses
ďE-business enhanced organization
ďE-business enabled organization
ďTotal e-business organization
23. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â23
Current Trends and Issues (contâd)
⢠Knowledge Management
ďThe cultivation of a learning culture where
organizational members systematically gather and
share knowledge with others in order to achieve
better performance.
⢠Learning Organization
ďAn organization that has developed the capacity to
continuously learn, adapt, and change.
24. Copyright Š 2005 Prentice Hall, Inc. All
rights reserved. 2â24
Current Trends and Issues (contâd)
⢠Quality Management
ďA philosophy of management driven by continual
improvement in the quality of work processes and
responding to customer needs and expectations
ďInspired by the total quality management (TQM) ideas
of Deming and Juran
ďQuality is not directly related to cost.