Management Theories with Activity in last.ppt

this presentation contains different theories on management from different era in detail with example and include an activity in last slide as well on motivation and movement

1. Management Theories
Nabia Fatima

2. Schools of Management Thought
 Classical School
–Scientific management.
–Administrative Principles.
 Behavioral School
–Human Relationships Approach
 Management Science School
 Recent Historical Development
Systems Theory

3. •Scientific Management as defined by Frederick
Taylor:
•The systematic study of the relationships
between people and tasks to redesign the
work for higher efficiency.
1. Scientific Management: Frederick Taylor
(1856-1915)

4. The 4 Principles
•Four Principles to increase efficiency:
1. Study the way the job is performed now &
determine new ways to do it.
2. Organize the new method into rules.
3. Select workers whose skills match the rules set in
Step 2.
4. Establish a fair level of performance and pay for
higher performance.

5. Scientific Management: summarize
•Contributions:
–Pay for performance.
–Careful examination of job tasks.
–Importance of training and selection.
•But……..* Problems
–Assumed workers were robot without social needs or
human needs.
–Assumed all individuals were the same.

6. 2. Administrative Principles Theory:
Henry Fayol (1841–1925)
•Henri Fayol (1841- 1925) was a French mining
engineer.
•He was one of the most influential contributors
to modern concepts of management.
•Focus:
–Organization rather than the individual.
–described the management functions of planning,
organizing, coordinating, and controlling.

7. Fayol’s 14 Principles
1.Division of work
2.Authority and
Responsibility
3.Unity of command
4.Line of authority
5.Centralization
6.Unity of Direction
7.Equity
8.Order
9.Initiative
10.Discipline
11.Compensation
12.Stability of Employees
13.General interest over
individual interest
14.Common spirit

8. Behavioral Management School
•Focuses on the way a manager should personally
manage to motivate employees.
•Behavioral management theory is often called the
human relations movement because it addresses
the human dimension of work.
•The theorists who contributed to this school viewed
employees as individuals, resources, and assets to
be developed and worked with — not as machines,
as in the past.

9. Theory X and Y
•Douglas McGregor proposed the two different
sets of worker molds.
Theory X - Classical Theory :
1. Assumes the average worker is lazy, dislikes work
and will do as little as possible.
2. Managers must closely supervise and control
through reward and punishment.
Theory Y- Human relationships Theory :
1. Assumes workers are not lazy, want to do a good job and
the job itself will determine if the worker likes the work.
2. Managers should allow the workers feel freedom, and
exercise initiative and self-direction.

10. Theory X states that human beings have an inherent dislike of work.
Therefore employees need to be controlled, coerced, or directed in order
to compensate for this human tendency.
McGregor developed several assumptions that further explain his theory:
•Management needs to counteract the inherent dislike of work.
•Employees must be coerced, controlled directed, or threatened with
punishment to get them to put forth adequate effort.
•The average human prefers to be directed, wishes to avoid responsibility,
has little ambition, and wants security above all. 

11. Theory X
Theory X states that human beings have an inherent dislike of work.
Therefore employees need to be controlled, coerced, or directed in order
to compensate for this human tendency.
McGregor developed several assumptions that further explain his theory:
•Management needs to counteract the inherent dislike of work.
•Employees must be coerced, controlled directed, or threatened with
punishment to get them to put forth adequate effort.
•The average human prefers to be directed, wishes to avoid responsibility,
has little ambition, and wants security above all. 

12. Theory Y
Theory Y states the average human is neutral to work. If employees
do not feel like working the manager needs to adjust their
methods.   He developed several assumptions to further explain
this theory:
•     Depending upon controllable conditions, work may be a source
of satisfaction or source punishment.
•    External controls and the threat of punishment are not the only
means for bringing about effort toward the organizational
objectives. 
•        The average human being learns under proper conditions not
only but to seek responsibility.

13. How Do You Motivate Employees?
What is movement?
Movement is a function of fear of
punishment or failure to receive
extrinsic rewards. Putting employees in
positive or negative situations can push
an employee to do what you want.
Movement requires constant
reinforcement, has short-term results,
and the manager must constantly
enhance extrinsic rewards to get a
reaction out of employees. • For
example: Making a dog sit before giving
it a biscuit is movement, NOT
motivation.
What is motivation?
•Motivation is a function of growth
from challenging work that is internally
rewarding. Its benefits show up over a
long period of time.
Employees who are properly motivated
do not need to be rewarded
incrementally because their ultimate
reward in motivation is personal
growth.

14. Motivators
Motivators are factors that influence people to be happy and properly
motivated on the job.
Motivators help satisfy employee needs and the ability to achieve
psychological growth, which is the primary cause of employee satisfaction.
• Examples of motivators include:·
Achievement·
Growth·
Improvement·
Work·
Responsibility·
Advancement

15. Maslow’s
Hierarchy-of-Needs Theory
•Abraham Maslow )1908-1970).
• Father of Humanistic Psychology. يناسنلا
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•Maslow's hierarchy of needs theory is a
motivational theory in psychology containing
a five level model of human needs, often
shown as hierarchical levels within a pyramid.

16. Maslow’s
Hierarchy-of-Needs Theory

17. Activity
•Reflect on how you interact with your
employees. Identify how you motivate.
Identify how you cause movement.