1. Management Theories Ch. 2 Management A Practical Introduction
Angelo Kinicki &
Brian K. Williams

2. Learning objectives 1 Explain briefly the history of management
Define the Classical Viewpoint
Describe the contributions of Taylor and Gilbreths
Explain the importance of scientific management
Describe the contributions of Fayol and Weber
Define the Behavioral Viewpoint
Recognize the contribution of Munsterberg and Follett
The Manager’s Toolbox: Mindfulness over Mindlessness: Being a Learner in a Learning Organization
Mindlessness is characterized by:
Entrapment in old categories.
Automatic behavior
Acting from a single perspective.
For Discussion: To develop mindfulness, you have to constantly adapt, be open to novelty, be alert to distinctions, be sensitive to different contexts, be aware of multiple perspectives, be oriented in the present. Describe situations where you have been open-minded.

3. Learning objectives 2
Describe the works of Mayo and explain the implication of Hawthorne Studies
Define the Quantitative Viewpoint
Explain the importance of management science and operation research
Define the Systems Viewpoint
Describe the 4 parts of a system
Define the Contingency Viewpoint

4. 2.1 Evolving Viewpoints: How We Got To Today’s Management Outlook
WHY STUDY MANAGEMENT THEORIES?
Understanding theoretical perspectives of management:
helps us understand the present
provides a guide to action
provides a source of new ideas
gives clues to the meaning of managers’ ideas
gives clues to the meaning of outside events
Lecture Note: Many students are probably already familiar with some of the pioneers of management theory (although they may not realize it!). Ask students to identify some of the pioneers of management theory.

5. 2.1 Evolving Viewpoints: How We Got To Today’s Management Outlook
Two perspectives of management are:
the historical which includes three views—classical, behavioral, and quantitative
the contemporary which includes three views—systems, contingency, and quality-management
Lecture Note: Challenge students to think about why studying theories of management can help them be better managers. Ask them if there are ways that management theory affects them at their jobs, or in other parts of their lives.

6. 2.2 Classical Viewpoint: Scientific & Administrative Management
Figure 2.1: The Historical Perspective

7. 2.1 Evolving Viewpoints: How We Got To Today’s Management Outlook
IS MANAGEMENT AN ART OR A SCIENCE?
Management is both an art and a science
Evidence based management involves:
observing events and gathering facts
posing solutions or explanations based on those facts
making predictions of future events
testing predictions under systematic conditions

8. 2.2 Classical Viewpoint: Scientific & Administrative Management
WHAT IS THE CLASSICAL VIEWPOINT?
The classical view of management emphasizes finding ways to manage work more efficiently using two approaches:
scientific - emphasizes the scientific study of work methods to improve productivity
administrative - concerned with managing the total organization

9. 2.2 Classical Viewpoint: Scientific & Administrative Management
Frank and Lillian Gilbreth and Frederick W. Taylor pioneered scientific management (emphasized the study or work methods to improve the productivity of individual workers)
Frank & Lillian Gilbreth focused on improving efficiency, and popularized their ideas in the book (and later, the movie), ‘Cheaper by the Dozen’

10. 2.2 Classical Viewpoint: Scientific & Administrative Management
Frederick Taylor believed that managers could eliminate underachievement, which he called soldiering, by
1. evaluating a task scientifically
2. matching worker ability with the task
3. providing training and incentives
4. using scientific principles to plan work methods and make it easier for workers to do their jobs

11. 2.2 Classical Viewpoint: Scientific & Administrative Management
Administrative management was pioneered by Henri Fayol and Max Weber, and is concerned with managing the total organization
Fayol identified the major functions of management: planning, organizing, leading, controlling, and coordinating
Weber believed that an organization should have:
a well-defined hierarchy of authority, formal rules and procedures, a clear division of labor, impersonality, and careers based on merit

12. 2.2 Classical Viewpoint: Scientific & Administrative Management
THE PROBLEM WITH THE CLASSICAL VIEWPOINT: TOO MECHANISTIC
The classical theory essentially argued that by applying the scientific method, time and motion studies, and job specialization, productivity could be raised
However, this view may be too mechanistic because it fails to consider human needs

13. 2.3 Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
WHAT IS THE BEHAVIORAL VIEWPOINT?
The behavioral viewpoint of management emphasized the importance of understanding human behavior and of motivating employees toward achievement
This perspective was developed over three phases: early behaviorism, the human relations movement, and behavioral science
Behavioral theory was pioneered by Hugo Munsterberg, Mary Parker Follett, and Elton Mayo

14. 2.3 Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
Munsterberg believed that psychologists could contribute to industry by:
1. studying jobs and identifying people suited to them
2. identifying the psychological conditions under which employees do their best work
3. devising management strategies to encourage employees to follow management’s interests

15. 2.3 Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
Follett believed that:
1. organizations should operate as communities with managers and employees working cooperatively
2. organizations should resolve conflicts through integration where managers and workers talked over differences
3. managers should be facilitators, and workers should control the work process
Mayo developed a theory known as the Hawthorne Effect which suggested that employees worked harder if they felt that managers cared about their welfare and paid attention to them

16. 2.3 Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
Abraham Maslow and Douglas McGregor pioneered the human relations movement which proposed that better human relations could increase worker productivity
Maslow argued that people are motivated by a hierarchy of human needs: physiological, safety, social, esteem, and self-actualization
McGregor theorized that a manager’s attitudes toward employees could either be Theory X (pessimistic, negative), or Theory Y (optimistic, positive)
Understanding the theory can help managers avoid attitudes that become self-fulfilling prophecies

17. 2.3 Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science
The human relations movement was considered too simplistic for practical use
It was replaced by the behavioral science approach which relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers

18. 2.4 Quantitative Viewpoints: Management Science & Operations Research
WHAT IS THE QUANTITATIVE VIEWPOINT?
Quantitative management focuses on the application to management of quantitative techniques such as statistics and computer simulations
Two branches of quantitative management are management science and operations management

19. 2.4 Quantitative Viewpoints: Management Science & Operations Research
MANAGEMENT SCIENCE AND OPERATIONS RESEARCH
Management science focuses on using mathematics to aid in problem solving and decision making
Operations management focuses on managing the production and delivery of an organization’s products or services more effectively

20. 2.5 Systems Viewpoint WHAT IS THE SYSTEMS VIEWPOINT?
There are three contemporary management perspectives: systems, contingency, and quality-management

21. Figure 2.2: The Contemporary Perspective
2.5 Systems Viewpoint
Figure 2.2: The Contemporary Perspective

22. 2.5 Systems Viewpoint
A system is a set of interrelated parts that operate together to achieve a common purpose
The systems viewpoint sees the organization as a system of interrelated parts
Thus, an organization is both a collection of subsystems (parts making up the whole system) and a part of the larger environment

23. 2.5 Systems Viewpoint There are four parts in a system:
inputs (the people, money, information, equipment, and materials required to produce an organization’s goods or services)
outputs (the products, services, profits, losses, employee satisfaction or discontent that are produced by the organization
transformation processes (the organization’s capabilities in management and technology that are applied to converting inputs into outputs)
feedback (information about the reaction of the environment to the outputs that affect the inputs)

24. 2.5 Systems Viewpoint
An open system continually interacts with its environment
A closed system has little interaction with its environment
Organizations that ignore feedback from the environment are vulnerable to failure

25. 2.6 Contingency Viewpoint
WHAT IS THE CONTINGENCY VIEWPOINT?
According to the contingency viewpoint of management, a manager’s approach should vary according to the individual situation and the environmental situation
Practical Action: Toward a More Open Workplace: Treating Employees Right
Summary:
This Practical Action examines how treating employees well affects the organization. Companies that do a good job of managing human resources outperform companies that don’t.

26. Key terms Inputs Management science Open system Operations management
Administrative management
Behavioral science/ viewpoint
Classical viewpoint
Closed system
Contemporary perspective
Contingency viewpoint
Evidence-based management
Feedback
Historical perspective
Human relations movement
Inputs
Management science
Open system
Operations management
Outputs
Quantitative management
Scientific management
Subsystems
System
Systems viewpoint
Transformation process