Section 1 - Over View Management
Section 1 - Over View Management
an overview
core focus
• definition
• scientific management
• history of management
• essential managerial task
• level and skills of
managers
• challenges in
management work
• recent changes in
management practices
Basic concepts
Being caught
The Headache of
in the
The increase challenge of responsibility
middle.
work load supervise for other
Dilemma/
former peers people
confusion
How to improve communication skill for managers
Get honest
feedback
Know your
audience
Be available
Embrace a
straight Paint the big
talk picture
management history: quick glance
• https://www.youtube.com/watch?
v=fF_YvY7jfiE
• The systematic study of management began
in the closing decades of the 19th century
• Frederick W. Taylor (1856–1915) is best
known for defining the techniques of
scientific management, the systematic study
of relationships between people and tasks
for the purpose of redesigning the work
process to increase efficiency.
Management perspectives over time
Classical perspective
• emerged during the nineteenth and early
twentieth centuries
• three subfields: scientific management,
bureaucratic organizations, and
administrative principles
Scientific management
• Scientific management emphasizes
scientifically determined jobs and
management practices to improve
efficiency and labor productivity.
• Frederick Winslow Taylor (1856–1915),
the founder
Characteristic of scientific management
General Approach
• Developed standard method for performing each job.
• Selected workers with appropriate abilities for each job.
• Trained workers in standard methods.
• Supported workers by planning their work and eliminating interruptions.
• Provided wage incentives to workers for increased output.
Contributions
• Demonstrated the importance of compensation for performance.
• Initiated the careful study of tasks and jobs.
• Demonstrated the importance of personnel selection and training.
Criticisms
• Did not appreciate the social context of work and higher needs of workers.
• Did not acknowledge variance among individuals.
• Tended to regard workers as uninformed and ignored their ideas and
suggestions.
Ever lasting significances
• dramatically increased productivity across all
industries
• innovations that shaped modern
management puts scientific management at
the top of its list of 12 influential innovations.
• The ideas of creating a system for maximum
efficiency and organizing work for maximum
productivity are drastically embedded in
every single organization today
Limitations
• ignored the social context and workers’
needs.
• led to increased conflict and sometimes
violent clashes between managers and
employees.
• workers often felt exploited unable to
reach the harmony and cooperation
Bureaucratic organization (Weber-
german sociologist)
• Emphasized management on an
impersonal, rational basis through such
elements as clearly defined authority and
responsibility, formal record keeping and
separation of management and ownership.
Weber’s bureaucratic theory
• Manager’s authority derives from the position
hold in the org.
• People should occupy positions because of their
performance, not their social standing
• The extent of each position’s formal authority,
responsibilities and relationship to others should
be clearly specified
• Positions are arranged hierarchically, employees
know to whom they report
• Managers create systems of rules, SOP, norms
Affirmation
• an organization based on rational authority
would be more efficient and adaptable to
change because continuity is related to formal
structure and positions rather than to a particular
person, who may leave or die.
• Positions are organized in a hierarchy, with each
position under the authority of a higher one.
• The manager depends not on his or her
personality for successfully giving orders but on
the legal power invested in the managerial
position
Administrative principle (administrative
theory) by Fayol
• Focuses on the total organization rather
than the individual worker, delineating the
management functions of planning,
organizing , commanding, coordinating,
and controlling.
ADMINISTRATIVE MANAGEMENT
MODEL
14 management principles:
https://www.youtube.com/watch?
v=aMwm2zq1KrI
• Unity of command. Each subordinate receives
orders from one—and only one—superior.
• Division of work. Managerial work and technical
work are amenable to specialization to produce
more and better work with the same amount of
effort.
• Unity of direction. Similar activities in an
organization should be grouped together under one
manager.
• Scalar chain. A chain of authority extends from the
top to the bottom of the organization and should
include every employee.
Mary Parker Follett