MANGMT 3000 1st Edition Lecture 3Outline of Last LectureI. What managers doII. Levels/areas of managementIII. 3 types of managerial rolesOutline of Current LectureI. Overarching perspectives about management a. Classical viewpointb. Behavioral viewpointII. Early behaviorismIII. Theory X vs. Theory Y Current LectureOverarching perspectives about management:-Historical and contemporary perspectivesPrinciples of scientific management:1. Scientifically study each part of the task2. Carefully select workers with the right abilities3. Give workers the training and incentives to do the task4. Use scientific principles to plan the work methods a. Time and motion standardsb. Productivity measuresc. Calibration measure of work Administrative management: concerned with managing the total org rather than individual workersThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Henri Fayol: French engineer and industrialist -First to identify the major functions of management-Systemized the study of management-Believed a good manager was the most important ingredient in the success of the orgMax Weber:-Believed that a bureaucracy was a rational, efficient, ideal org based on the principles of logic-Good org was the most important ingredient in successFive positive bureaucratic features:1. Well-defined hierarchy of authority (power)2. Formal rules and procedures (Right answers)3. Clear division of labor (expertise, specialize)4. Impersonality (#, not name)5. Careers based on merit (fair rewards) Classical viewpoint: -One right way, tool, pace, worker-Work alone-Incentive is $$$0Seprate workers from managers-Focus on good managers, good org design -1 product (mass production)-PushProblem with classical viewpoint:-Mechanistic-Views humans as cogs within a machine, not taking into account the importance of human needsWhy the classical viewpoint?:-Work activity was amendable to a rational approach Behavioral viewpoint:-Many tools, paces, workers-Working in groups-Incentives aren’t just $$$-Integrate mangers with workers-Focus on good communication-Good relationships (dynamic)-Many product (customization)-Pull-Early behaviorism studied by Hugo Munsterberg, Mary Parker FolletHawthorne effect: employees worked harder if they received added atention, thought that mangers cared about their welfare and that supervisors paid special atention to them -Determined by Elton Mayo Human relations movement:-Proposed that beter human relations could increase worker productivity-Abraham Maslow and Douglas McGregor-Satisfied worker is a good workerMaslow’s Hierarchy of Needs Self-actualization, esteem, social, safety, physiologicalTheory X vs. Theory Y (Douglas McGregor):Theory X: stick approach since people hate work-Represents a pessimistic, negative view of workers-Workers are irresponsible, resistant to change, lack ambition, hate work, and want to be ledTheory Y: carrot approach since people like work-Represents an optimistic, positive view of workers-Workers are considered capable of accepting responsibility, self-direction, self-control and being creative-Behavioral is criticized because a happy workers isn’t necessarily a good