The Evolution of Management Thought

The Evolution of Management Thought
The Evolution of Management Theories for Organization
Scientific Management Theory
Administrative Management Theory

Administrative Management The study of how to create an organizational structure that leads to high efficiency and effectiveness.
max Weber's theory

Max Weber ( 1864-1920) German sociologist He has given the bureaucratic model. He developed the principles of bureaucracy as a formal system of organization and administration designed to ensure efficiency and effectiveness. It is the most important means of controlling over human beings.
Webers Principles of Bureaucracy

:Hierarchy of authority: Authority can be exercised effectively when positions are arranged hierarchically, so employees know whom to report to and who reports to them.
In a bureaucracy, a managers formal authority derives from the position he

or she holds in the organization. Division of labour : There should be a division of labor based upon competence and functional specialization

Impersonality: People should occupy positions because of their performance, not because of their social standing or personal contacts. Specified system of task and responsibility:
The extent of each positions formal authority and task responsibilities and its relationship to other positions should be clearly specified.

Written rules of conduct Managers must create a well-defined system of rules, standard operating procedures, and norms so they so that they can effectively control behavior .
Rules, SOPs and Norms

Rules formal written instructions that specify actions to be taken under different circumstances to achieve specific goals Standard Operating Procedures (SOPs) specific sets of written instructions about how to perform a certain aspect of a task
Norms unwritten, informal codes of conduct that prescribe how people should act in particular situations
Advantages and disadvantages
Advantages
No confliction among job duties Promotion is based on experience and merits. Employees are bound to follow rules and management process becomes easy Division of labour helps workers in becoming experts.
Disadvantages
System suffers from too much of red tape and paper work. Human factor is neglected due to excessive emphasis on rules Employees dont develop belongingness to the organization Employees resist change.
Behavioural Management Theory
Behavioral Management /Human relations approach

Behavioral Management
The study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.
Behavioral Management
It was concerned that scientific management ignored the human side of the organization. It began with the Hawthorne experiments by Elton Mayo and important contributions have been made by Douglas Mc.Gregor
Features of the theory

An organization is more than a formal structure of positions. It is a system of interpersonal and intergroup relationships. Management must understand human behavior Higher motivation and productivity can be obtained through good human relations which can be developed through Leadership Communication Employee participation
Theory X and Theory Y

It is given by Douglas McGregor. He proposed the two different sets of assumptions about workers. In his book the Human side of enterprisestates that people can be managed in two ways.

Theory X Assumptions :
The average worker is lazy, dislikes work and will do as little as possible and tries to escape it whenever possible Managers must closely supervise and control through reward and punishment. Many employees rank job security on top, and they have little or no aspiration/ ambition. Employees generally dislike responsibilities and from responsibilities. An average employee needs formal direction.

Theory Y Assumptions:
Workers are not lazy, want to do a good job They view work as natural and enjoyable Employees are committed to objectives and exercise self control and self direction for their attainment. If the job is rewarding and satisfying, then it will result in employees loyalty and commitment to organization. They can learn and even seek responsibility. All people are capable of making creative and innovative decisions
implications
The Hawthorne Studies

Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 1924-1932.

Worker productivity was measured at various levels of light illumination. Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased.

Human Relations Implications Hawthorne effect workers attitudes toward their managers affect the level of workers performance

Human relations movement advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity

Implications Behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task

Demonstrated the importance of understanding how the feelings, thoughts, and behavior of work-group members and managers affect performance
Management Science Theory

Contemporary approach to management that focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services.

Quantitative management utilizes linear and nonlinear programming, modeling, simulation, queuing theory and chaos theory. Operations management techniques used to analyze any aspect of the organizations production system.

Total Quality Management (TQM) focuses on analyzing input, conversion, and output activities to increase product quality. Management Information Systems (MIS) provides information vital for effective decision making.
Organization Environment Theory
Organizational Environment Theory

Organizational Environment The set of forces and conditions that operate beyond an organizations boundaries but affect a managers ability to acquire and utilize resources
The Open-Systems View

Open System A system that takes resources for its external environment and transforms them into goods and services that are then sent back to that environment where they are bought by customers.
The Open-Systems View

Inputs: the acquisition of external resources to produce goods and services Conversion: transforms the inputs into outputs of finished goods and services. Output: the release of finished goods and services to its external environment.
Closed System
A self-contained system that is not affected by changes in its external environment. Likely to experience entropy and lose its ability to control itself
Systems
Synergy the performance gains that result from the combined actions of individuals and departments
Possible only in an organized system

The Evolution of Management Thought

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The Evolution of Management Thought

The Evolution of Management Theories for Organization

Scientific Management Theory

Administrative Management Theory

Administrative Management Theory

max Weber's theory

Administrative Management Theory

Webers Principles of Bureaucracy

Webers Principles of Bureaucracy

In a bureaucracy, a managers formal authority derives from the position he

Webers Principles of Bureaucracy

Webers Principles of Bureaucracy

Rules, SOPs and Norms

Advantages and disadvantages

Behavioural Management Theory

Behavioral Management /Human relations approach

Features of the theory

Theory X and Theory Y

Theory X and Theory Y

Theory X and Theory Y

Theory X and Theory Y

The Hawthorne Studies

The Hawthorne Studies

The Hawthorne Studies

The Hawthorne Studies

The Hawthorne Studies

The Hawthorne Studies

Management Science Theory

Management Science Theory

Management Science Theory

Management Science Theory

Organization Environment Theory

Organizational Environment Theory

The Open-Systems View

The Open-Systems View

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