BNAD 302 9/5/13 Lecture 3 Outline of Last Lecture I. The Managers RolesII. EntrepreneurshipIII. The Skills Exceptional Managers NeedIV. Two Overarching Perspectives on ManagementOutline of Current LectureI. Evidence based management II. Scientific managementIII. Five Positive Bureaucratic FeaturesIV. Behavioral ViewpointV. Human Relations MovementVI. Systems ViewpointVII. Quality Control and AssuranceCurrent LectureI. Evidence based management - translating principles based on best evidence into organizational practice, bringing rationality to the decision making process- Historical Perspectiveo classical, behavioral, and quantitative- Contemporary Perspectiveo systems, contingency, and quality-managementII. Scientific managemento emphasized the scientific study of work methods to improve the productivity of individual workerso Frederick W. Taylor, Frank and Lillian Gilbreth- Principles of Scientific Managemento Scientifically study each part of the tasko Carefully select workers with the right abilities 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.o Give workers the training and incentives to do- Administrative Managemento Concerned with managing the total organizationo Henri Fayol  French engineer and industrialist first to identify the major functions of managemento Max Weber believed that a bureaucracy was a rational, efficient, ideal organization based on the principles of logicIII. Five Positive Bureaucratic Featuresa. A well-defined hierarchy of authorityb. Formal rules and proceduresc. A clear division of labord. Impersonalitye. Careers Based on Merit- Problems with the classical viewpointo Mechanistico Tends to view humans as cogs within a machine, not taking into account the importance of human needs- Why the Classical viewpoint is importanto Work activity was amenable to a rational approacho Through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivityIV. Behavioral Viewpointo emphasized the importance of understanding human behavior and of motivating employees toward achievement- The behavioral viewpoint developed over three phases:o Early Behavioralismo The Human Relations Movemento Behavioral Science- Early Behavioralism - Hugo Munsterberg: Father of Industrial Psychologyo 1. Study jobs and determine which people are best suited to specific jobso 2. Identify the psychological conditions under which employees do their best worko 3. Devise management strategies to influence employees to follow management’s interests- Mary Parker Folleto Organizations should be operated as “communities”o Conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both partieso The work process should be under control of workers with relevant knowledge- Hawthorne effect: employees worked harder if they received added atention, thought that managers cared about their welfare and that supervisors paid special atention to themV. Human Relations Movement- proposed that beter human relations could increase worker productivityo Abraham Maslow and Douglas McGregor- Maslow's Hierarchy of Needso Self-Actualizationo Esteemo Socialo Safetyo Physiological- Theory Xo represents a pessimistic, negative view of workerso workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led- Theory Yo represents an optimistic, positive view of workerso Workers are considered capable of accepting responsibility, self-direction and selfcontrol- Behavioral Science Approacho Behavioral Science relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers- Quantitative Managemento application to management of quantitative techniques, such as statistics and computer simulationso Management science, operations management- Management Scienceo stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning- Operations Managemento focuses on managing the production and delivery of an organization’s products or services more effectivelyo work scheduling, production planning, facilities location and designVI. Systems Viewpointo The system viewpoint regards the organization as a system of interrelated partso collection of subsystemso part of the larger environment- Open Systemo continually interacts with its environment- Closed Systemo has litle interaction with its environment- The 4 Parts of a Systemo Inputs, Transformation Process, Outputs, Feedback- Contingency Viewpointo emphasizes that a manager’s approach should vary according to the individual and the environmental situationo Most practical because it addresses problems on a case-by-case basisVII. Quality Control and Assurance- Qualityo total ability of a product or service to meet customer needs- Quality Controlo the strategy for minimizing errors by managing each stage of production- Quality Assuranceo focuses on the performance of workers, urging employees to strive for “zero