Chapter 2 Management yesterday and today

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1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.
All rights reserved.
Management
Yesterday and Today
Chapter
2

3. © 2007 Prentice Hall, Inc. All rights reserved. 2–3
Major Approaches to Management
•Scientific Management
•General Administrative Theory
•Quantitative Management
•Organizational Behavior
•Systems Approach
•Contingency Approach

4. Scientific Management
The systematic study of the relationships between
people and tasks for the purpose of redesigning the
work process for higher efficiency.
Defined by Frederick Taylor in the late 1800’s to replace
informal rule of thumb knowledge.
Taylor sought to reduce the time a worker spent on each task
by optimizing the way the task was done.

5. © 2007 Prentice Hall, Inc. All rights reserved. 2–5
Scientific Management
•Fredrick Winslow Taylor
The “father” of scientific management
Published Principles of Scientific Management(1911)
The theory of scientific management
–Using scientific methods to define the “one best way” 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.

6. Taylor’s main focus:
Maximize workers capacity and profits
PROBLEM:
Get employees to work at their maximum capacity
PRIMARY FOCUS:
TASKS

7. Taylor's core values
•The rule of reason
•improved quality
•lower costs
•higher wages
•increased output
•labor-management
•experimentation
•clear tasks and goals
•training
•stress reduction
•careful selection and
development of people

8. © 2007 Prentice Hall, Inc. All rights reserved. 2–8
Exhibit 2–2Taylor’s Four Principles of Management
1.Develop a science for each element of an individual’s work,
which will replace the old rule-of-thumb method.
2.Scientifically select and then train, teach, and develop the
worker.
3.Heartily cooperate with the workers so as to ensure that all
work is done in accordance with the principles of the science
that has been developed.
4.Divide work and responsibility almost equally between
management and workers. Management takes over all work
for which it is better fitted than the workers.

9. Four Principles of Scientific Management and
increased efficiency
1.Study the ways jobs are performed now and
determine new ways to do them.
Gather detailed time and motioninformation.
Try different methods to see which is best.
2.Codify the new methods into rules.
Teach to all workers the new method.
3.Select workers whose skills match the rules.
4.Establish fair levels of performance and pay a
premium for higher performance.
Workers should benefit from higher output.

10. Problems with Scientific Management
•Managers frequently implemented only the
increased output side of Taylor’s plan.
Workers did not share in the increased output.
•Specialized jobs became very boring, dull.
Workers ended up distrusting the Scientific
Management method.
•Workers could purposely “under-perform.”
Management responded with increased use of
machines.
•The core jobs dimensions of skill variety, task
identity, task significance, autonomy and
feedback all are missing.

11. Gilbreths’ Contributions to Management
Theory
•Motion study
“Analyzing an activity into its smallest possible
elements, and from the results synthesizing a
method of performing the activity that shall be
more efficient.”
--Frank Gilbreth

12. Frank and Lillian Gilbreth
Followers of Taylor
Gilbreths’ Main Goals in Working with
Companies
•Increase efficiency by removing unnecessary hand and body
movements/motions
•Experimented with the design and use of the proper tools and
equipment for optimizing work performance.
•Reduce fatigue for employees.
•Gilbrethsthe first researcher to use motion pictures to study hand-
and body motions.
•Invented ‘microchronometer’ that recorded a worker’s motion and
the amount of time spent doing each motion.

13. © 2007 Prentice Hall, Inc. All rights reserved. 2–13
Scientific Management (cont’d)
•How Do Today’s Managers Use Scientific
Management?
Use time and motion studies to increase productivity
Hire the best qualified employees
Design incentive systems based on output

14. Henry.Gantt
•AnAmericanmechanicalengineerandmanagement consultant
•In 1887, he joinedFrederick W. Taylorin applying scientific management
principles
•Famous for developing the Gantt chartin the 1910s.
•TheGantt chart: Still accepted as an important management tool today, it
provides a graphic schedule for the planning and controlling of work, and
recording progress towards stages of a project.
•The chart has a modern variation,Program Evaluation and Review
Technique(PERT).
© 2007 Prentice Hall, Inc. All rights reserved. 2–14

15. Scientific management revolutionized
industry:
It explained how to increase production by working
smarter, not harder.
•Up until that time, increasing output meant:
more hours,
more employees,
more raw materials, and more costs.
•Scientific management uses basic logic to show how:
standardization,
productivity, and
division of labor
Increase efficiency.

16. © 2007 Prentice Hall, Inc. All rights reserved. 2–16
General Administrative Theory
•Henri Fayol
•was aFrench industrialist and a mining engineer
•Refer as a father of modern management theory.
•Focus on organization rather than the individual
Believed that the practice of management was distinct
from other organizational functions
•The first comprehensive statements of a general theory of management,
developed by Fayol. He has proposed that there are six primary functions of
management and 14 principles of management
.
•forecasting
•planning
•organizing
•commanding
•coordinating
•controlling

17. © 2007 Prentice Hall, Inc. All rights reserved. 2–17
Exhibit 2–3Fayol’s14 Principles of Management
1.Division of work.
2.Authority.
3.Discipline.
4.Unity of command.
5.Unity of direction.
6.Subordination of
individual interests
to the general
interest.
7.Remuneration
8.Centralization.
9.Scalar chain.
10.Order.
11.Equity.
12.Stability of tenure
of personnel.
13.Initiative.
14.Esprit de corps.

18. Fayol’s14 Principles of Management
•DIVISION OF WORK: Work should be divided among individuals and groups to ensure that effort
and attention are focused on special portions of the task. Fayol presented work specialization as
the best way to use the human resources of the
organization.
•AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was
defined by Fayol as the right to give orders and the power to exact obedience. Responsibility
involves being accountable, and is therefore naturally associated with authority. Whoever
assumes authority also assumes responsibility.
•DISCIPLINE: A successful organization requires the common effort of workers. Penalties should
be applied judiciously to encourage this common
effort.
•UNITY OF COMMAND : Workers should receive orders from only one manager.
•UNITY OF DIRECTION: The entire organization should be moving towards a common objective in
a common direction.
•SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS : The
interests of one person should not take priority over the interests of the organization as a
whole.
•REMUNERATION : Many variables, such as cost of living, supply of qualified personnel, general
business conditions, and success of the business, should be considered in determining a worker’s
rate of pay.
•
© 2007 Prentice Hall, Inc. All rights reserved. 2–18

19. Fayol’s14 Principles of Management
•CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate role.
Decentralization is increasing the importance. The degree to which centralization or decentralization should
be adopted depends on the specific organization in which the manager is
working.
•SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each manager, from the
first line supervisor to the president, possess certain amounts of authority. The President possesses the
most authority; the first line supervisor the least. Lower level managers should always keep upper level
managers informed of their work activities. The existence of a scalar chain and adherence to it are
necessary if the organization is to be
successful.
•ORDER:People & materials should be in the right place at the right
time.
•EQUITY: All employees should be treated as equally as possible by the
managers.
•STABILITY OF TENURE OF PERSONNEL : Retaining productive employees should always be a high
priority of management. Recruitment and Selection Costs, as well as increased product-reject rates are
usually associated with hiring new workers.
•INITIATIVE: Management should take steps to encourage worker initiative, which is defined as new or
additional work activity undertaken through self direction.
•ESPIRIT DE CORPS: Management should encourage harmony and general good feelings among
employees.
© 2007 Prentice Hall, Inc. All rights reserved. 2–19

20. © 2007 Prentice Hall, Inc. All rights reserved. 2–20
General Administrative Theory
•Max Weber (a German Sociologist)
Developed a theory of authority based on an ideal
type of organization (bureaucracy)
Emphasized rationality, predictability, impersonality, technical
competence, and authoritarianism

21. © 2007 Prentice Hall, Inc. All rights reserved. 2–21
Exhibit 2–4Weber’s Ideal Bureaucracy

22. © 2007 Prentice Hall, Inc. All rights reserved. 2–22
Quantitative Approach to Management
•Quantitative Approach
Also called operations researchor management
science
Evolved from mathematical and statistical methods
developed to solve WW II military logistics and quality
control problems
Focuses on improving managerial decision making by
applying:
Statistics, optimization models, information models, and
computer simulations

23. © 2007 Prentice Hall, Inc. All rights reserved. 2–23
Understanding Organizational Behavior
•Organizational Behavior (OB)
The study of the actions of people at work; people are
the most important asset of an organization
•Early OB Advocates
Robert Owen
Hugo Munsterberg
Mary Parker Follett
Chester Barnard

24. © 2007 Prentice Hall, Inc. All rights reserved. 2–24
Exhibit 2–5Early Advocates of OB

25. © 2007 Prentice Hall, Inc. All rights reserved. 2–25
The Systems Approach
•System Defined
A set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.
•Basic Types of Systems
Closed systems
Are not influenced by and do not interact with their
environment (all system input and output is internal).
Open systems
Dynamically interact to their environments by taking in inputs
and transforming them into outputs that are distributed into
their environments.

26. © 2007 Prentice Hall, Inc. All rights reserved. 2–26
Exhibit 2–6The Organization as an Open System

27. © 2007 Prentice Hall, Inc. All rights reserved. 2–27
Implications of the Systems Approach
•Coordination of the organization’s 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.

28. © 2007 Prentice Hall, Inc. All rights reserved. 2–28
The Contingency Approach
•Contingency Approach Defined
Also sometimes called the situational approach.
There is no one universally applicable set of
management principles (rules) by which to manage
organizations.
Organizations are individually different, face different
situations (contingency variables), and require
different ways of managing.

29. © 2007 Prentice Hall, Inc. All rights reserved. 2–29
Exhibit 2–7Popular Contingency Variables
•Organization size
•As size increases, so do the problems of coordination.
•Routineness of task technology
•Routine technologies require organizational structures,
leadership styles, and control systems that differ from
those required by customized or nonroutine technologies.
•Environmental uncertainty
•What works best in a stable and predictable environment
may be totally inappropriate in a rapidly changing and
unpredictable environment.
•Individual differences
•Individuals differ in terms of their desire for growth,
autonomy, tolerance of ambiguity, and expectations.

30. © 2007 Prentice Hall, Inc. All rights reserved. 2–30
Current Trends and Issues
•Globalization
•Ethics
•Workforce Diversity
•Entrepreneurship
•E-business
•Knowledge Management
•Learning Organizations
•Quality Management

31. © 2007 Prentice Hall, Inc. All rights reserved. 2–31
Current Trends and Issues (cont’d)
•Globalization
Management in international organizations
Political and cultural challenges of operating in a
global market
Working with people from different cultures
Movement of jobs to countries with low-cost labor
•Ethics
Increased emphasis on ethics education in college
curriculums
Increased creation and use of codes of ethics by
businesses

32. © 2007 Prentice Hall, Inc. All rights reserved. 2–32
Current Trends and Issues (cont’d)
•Workforce Diversity
Increasing heterogeneity in the workforce
More gender, minority, ethnic, and other forms of diversity in
employees
Aging workforce
Older employees who work longer and do not retire
The increased costs of public and private benefits for older
workers
An increasing demand for products and services related to
aging.

33. © 2007 Prentice Hall, Inc. All rights reserved. 2–33
Current Trends and Issues (cont’d)
•Entrepreneurship Defined
The process of starting new businesses, generally in
response to opportunities.
•Entrepreneurship process
Pursuit of opportunities
Innovation in products, services, or business methods
Desire for continual growth of the organization

34. © 2007 Prentice Hall, Inc. All rights reserved. 2–34
Current Trends and Issues (cont’d)
•E-Business (Electronic Business)
The work preformed by an organization using
electronic linkages to its key constituencies
E-commerce: the sales and marketing aspect of an e-
business
•Categories of E-Businesses
E-business enhanced organization
E-business enabled organization
Total e-business organization

35. © 2007 Prentice Hall, Inc. All rights reserved. 2–35
Exhibit 2–9Categories of E-Business Involvement

36. © 2007 Prentice Hall, Inc. All rights reserved. 2–36
Current Trends and Issues (cont’d)
•Learning Organization
An organization that has developed the capacity to
continuously learn, adapt, and change.
•Knowledge Management
The cultivation of a learning culture where
organizational members systematically gather and
share knowledge with others in order to achieve
better performance.

37. © 2007 Prentice Hall, Inc. All rights reserved. 2–37
Current Trends and Issues (cont’d)
•Quality Management
A philosophy of management driven by continual
improvement in the quality of work processes and
responding to customer needs and expectations
Inspired by the total quality management (TQM) ideas
of Deming and Juran
Quality is not directly related to cost
Poor quality results in lower productivity

38. © 2007 Prentice Hall, Inc. All rights reserved. 2–38
Exhibit 2–11What is Quality Management?
Intense focus on the customer.
Concern for continual improvement
Process-focused.
Improvement in the quality of everything.
Accurate measurement.
Empowerment of employees.