BNAD 302, Human Side of Organizations Lecture 2, Chapter 2Outline of Last LectureChapter 1, The Exceptional Manager Chapter 2, Management TheoryI. Evidence based management: translating principles based on best evidence into organizational practice, bringing rationality to the decision making process-Two overarching perspectives about management:-Historical perspective: classical, behavioral, and quantitative-Contemporary perspective: systems, contingency, and quality-management II. Historical:1. Classical viewpoint: scientific management and administrative management A. Scientific management: emphasized the scientific study of work methods to improve the productivity of individual workers-Principles 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 B. Administrative management: concerned with managing total organization-Henri Faygol was first to identify four functions of management (French engineer and industrialist) -Max Weber believed that a bureaucracy was rational, efficient, ideal organization based on the principles of logic -5 positive bureaucratic features:These 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.1. A well-defined hierarchy of authority2. Formal rules and procedures3. A clear division of labor4. Impersonality5. Careers based on merit-Why is classical viewpoint important? Work activity was amenable to a rational approach. Through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity. 2. Behavioral viewpoint: early behaviorists, human relations measurement, and behavioral science approach- The behavioral viewpoint developed over three phases:1. Early behaviorism2. The human relations movement3. Behavioral science1. Early behaviorism: pioneered by Munsterberg (father of industrial psych)a. Study jobs and determines which people are best suited to specific workb. Identify the psychological conditions under which employees do their best workc. Devise management strategies to influence employees to follow management’s interests - Mary Parker Follett (social worker)A. Organizations should be operated as “communities”B. Conflicts should be resolved by having managers and workers talk over differences and fond solutions that would satisfy both partiesC. The work process should be under control of workers with relevant knowledge, educate people/ show them a big picture- Hawthorne effect: employees worked harder if they received added attention, thought that managers cared about their welfare and that supervisors paid special attention to them (Elton Mayo)2. Human Relations Movement: Maslow and McGregor-Proposed that better human relations could increase worker productivity-McGregor Theory X vs. Y:-Theory X: represents a pessimistic, negative view of workers (workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led)-Theory Y: represents an optimistic, positive view of workers, (workers are considered capable of accepting responsibility, self- direction, self control, and being creative)3. Behavioral science: relies on scientific research for developing theories about human behaviorthat can be used to provide practical tools for managers 3. Quantitative viewpoint: management science, operations management -Application to management of quantitative techniques, such as statistics and computer simulations 1. Management science: stresses the use of rational techniques and mathematics, decision-making, and strategic planning 2. Operations management: focuses on managing the production and delivery of an organization’s products or services more effectively-Work scheduling, production planning, facilities location and