After reading this chapter, you should be able to answer the following questions: What are the lessons of the classical management approaches? What are the contributions of the behavioral management approaches? What are the foundations of modern management thinking.
Trang 1Management Learning
Exploring Management
Trang 2Chapter 2
management approaches?
behavioral management approaches?
management thinking
Trang 3Classical Management
efficiency in job performance
supposed to be efficient and fair
managerial duties and practices
Trang 4Classical Management
Please insert the classical approaches graphic from page 32
here.
Trang 6CLASSICAL MANAGEMENT
Scientific Management
to perform any task
job Example: Bricklayers were studied
Trang 7CLASSICAL MANAGEMENT
Bureaucracy
process
at that time
• Job descriptions were uncommon
• Promotions were usually based on personal connections
Trang 8CLASSICAL MANAGEMENT
Bureaucracy
Characteristics of an Ideal Bureaucracy
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Administrative Principles
Five Duties of Managers According to Henri Fayol
Trang 11Behavioral Management
communities of cooperative action
on the human side of organizations
needs with self-actualization at the top
assumptions create self-fulfilling
prophesies
adults will be more productive
Trang 12BEHAVIORAL MANAGEMENT
Behavioral/Human Resource Approaches
Please insert figure 2.1 here
Trang 13BEHAVIORAL MANAGEMENT
Organizations as Communities
– Believed that people liked to work in groups and organizations should be communities
– Advocated managers and workers work in
harmony and employees should own a share
of the business
– Forerunner of “managerial ethics” and “social responsibility”
Trang 14BEHAVIORAL MANAGEMENT
The Hawthorne Studies
– Lead by Elton Mayo of Harvard
– Studies tried to determine how economic
incentives and physical environment affected productivity
– Involved over 21,000 people
– Concluded that human needs were an
important factor in increasing productivity
Trang 15BEHAVIORAL MANAGEMENT
Hierarchy of Human Needs
and how we try to satisfy them
– Lowest level needs are necessary for survival
– Progression principle - when one need is
satisfied, we proceed on to a higher level
need
– Deficit principle – satisfied needs don’t
motivate behavior
Trang 16Behavioral Management
Hierarchy of Human Needs
Please insert figure 2.2 here
Trang 17BEHAVIORAL MANAGEMENT
Self-fulfilling Prophecies
– Employees react to manager expectations
– Managers are separated into two beliefs /
styles
Trang 18BEHAVIORAL MANAGEMENT
Personality and Organization
theories that argue for close supervision
Trang 19Modern Management Approaches
tools to solve complex problems
interact with their environments
one best way to manage
Trang 20facts about what really works.
Trang 21MODERN MANAGEMENT APPROACHES
Quantitative Analysis
Research apply mathematical techniques
to solve management problems such as
– Forecasting sales or expenses
– Establishing optimal levels of inventory
– Reducing labor costs without sacrificing
customer service
Trang 22• Operations Management
– Producing goods and services efficiently and effectively, including
Trang 23MODERN MANAGEMENT APPROACHES
Open Systems
Please insert figure 2.3 here
Trang 24MODERN MANAGEMENT APPROACHES
Trang 25MODERN MANAGEMENT APPROACHES
Contingency Thinking
manage depends on the circumstances
– Environmental uncertainty
– Technology
– Organizational structure
– Employee abilities
Trang 26MODERN MANAGEMENT APPROACHES
Trang 27MODERN MANAGEMENT APPROACHES
Continuous Improvement
Trang 28MODERN MANAGEMENT APPROACHES
Continuous Improvement
– Organization-wide commitment to quality products or services.
– Always looking for new ways to improve
Trang 29MODERN MANAGEMENT APPROACHES
Evidence-based management
– High performance operations
– High quality work life
– Uses data from extensive research to
determine what practices really work well
– Challenges conventional wisdom