Chapter 2 Management Learning 1 Introduction Management Live a Learning style set of ways through which we like to learn by receiving processing and recalling new information 2 2 1 What Are the Lessons of the Classical Management Approaches a Classical approaches people are rational i Scientific Management Frederick Taylor ii Administrative Principles Henri Fayol iii Bureaucratic Organization Max Weber b Taylor s scientific management sought efficiency in job performance i Believed in securing maximum prosperity for the employer coupled with the ii Lack of clear and uniform methods caused workers to lose efficiency and maximum property for the employee perform below their true capacities iii Scientific Management emphasizes careful selection and training of workers and supervisory support 1 Develop a science for each job rules of motion standard work tools and proper work conditions 2 Hire workers with the right abilities for the job 3 Train and motivate workers to do their jobs according to the science 4 Support workers by planning and assisting their work according to the iv Motion study the science of reducing a job or task to its basic physical motions 1 Frank and Lillian Gilbreth pioneered use of motion studies in science management v Taylor analyzed tasks and motions to describe the most efficient ways to perform them linked these requirements with job training monetary incentives for performance success and better direction and assistance from supervisors vi Example UPS c Weber s bureaucratic organization is supposed to be efficient and fair i Concerned that people were in positions of authority not because of their job related capabilities but because of their social standings ii Bureaucracy a rational and efficient form of organization founded on logic order and legitimate authority rational and ideal iii Characteristics of an Ideal Bureaucracy 1 Clear Division of Labor jobs are well defined and workers become highly skilled at performing them 2 Clear Hierachy of Authority authority and responsibility are well defined and each position reports to a higher level one 3 Formal Rules and Procedures written guidelines describe expected behavior and decisions in jobs written files are kept for the historical record Impersonality rules and procedures are impartially and uniformly applied no one gets preferential treatment 4 5 Careers Based on Merit workers are selected and promoted on ability and performance managers are career employees of the organization iv Bureaucracy relies on logic order and legitimate authority v Disadvantages of bureaucracy limit performance and cause problems for organizations that must be flexible and quick in adapting to changing times vi Contingency thinking deciding when bureaucracies should be implemented d Fayol s administrative principles describe managerial duties and practices i Published Administration Industrielle et Generale ii Five rules of management 1 Foresight complete a plan of action for the future 2 Organization provide and mobilize resources to implement plan 3 Command lead select and evaluate workers 4 Coordination fit diverse efforts together ensure information is shared 5 Control make sure things happen according to plan take necessary and problems are solved corrective action iii Scalar chain principle there should be a clear and unbroken line of communication from the top to the bottom in the organization iv Unity of command principle each person in an organization should receive orders from only one boss 3 2 2 What Are the Contributions of the Behavioral Management Approaches a Underlying assumptions that people are social and self actualizing and that workers seek satisfying social relationships respond to group pressures and search for personal fulfillment b Human Resource Approaches people are social and self actualizing i Organization as communities Mary Parker Follett ii Hawthorne studies Elton Mayo iii Theory of human needs Abraham Maslow iv Theory X and Theory Y Douglas McGregor v Personality and organization Chris Argyrus c Follet viewed organizations as communities of cooperative actions i Mary Park Follet prophet of management ii Advocated social responsibility respect for workers and better cooperation iii Warned against dangers of too much hierarchy iv Making every employee an owner in the business would create feelings of throughout organizations collective responsibility v Businesses are organizations that should always consider making profits for the public good vi Every manager should be an inspiring leader ethical role model and active doer d The Hawthorne studies focused attention on the human side of organizations i 1924 Western Electric Company commissioned a study on individual ii productivity at Hawthorne Works Isolated six relay assembly workers measures effect on outputs of various rest pauses iii Found no direct relationship between physical working conditions and iv Hawthorne effect the tendency of persons singled out for special attention to v People would restrict their output in order to avoid the displeasure of the group vi Groups can have strong negatives and positive influences on the behaviors of performance perform as expected their members vii This study helped shift attention of managers and researches away from technical and structural concerns toward social and human concerns e Maslow described a hierarchy of human needs with self actualization at the top i Need a physiological or psychological deficiency that a person feels compelled to satisfy ii Needs create tensions that influence a person s work attitudes iii Five Levels of Human Needs try to achieve from lowest to highest 1 Self actualization needs highest level need for self fulfillment to grow and use abilities to the fullest and most creative extent higher order needs 2 Esteem needs need for esteem in eyes of others need for respect prestige recognition and self esteem personal sense of competence mastery higher order needs 3 Social needs need for love affection sense of belongingness in one s relationships with other people lower order needs 4 Safety needs need for security protection and stability in the events of day to day life lower order needs 5 Physiological needs most basic of all human needs need for biological maintenance food water and physical well being iv Progression Principle a need only becomes activated after the next lower level v Deficit principle people act to satisfy deprived needs for which a satisfaction 1
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