1. The Evolution of Management
Chapter 2
The Evolution of Management
Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

2. Learning Objectives After reading this chapter, you should be able to:
2.1
Learning Objectives
After reading this chapter, you should be able to:
Describe the three branches of the traditional viewpoint of management:
Bureaucratic
Scientific
Administrative
Explain the behavioral viewpoint’s contribution to management
Describe how managers can use systems and quantitative techniques to improve employee performance
State the two major components of the contingency viewpoint
Explain the impact of the need for quality on management practices

3. History of Management Thought
2.2
History of Management Thought
Quality Viewpoint
Contingency Viewpoint
Systems Viewpoint
Behavioral Viewpoint
Traditional Viewpoint
Adapted from Figure 2.1

4. Hierarchical Organization Chart
2.3
Hierarchical Organization Chart
Top Manager
Middle Manager
Middle Manager
First-Line Manager
First-Line Manager
First-Line Manager
First-Line Manager
Work
Group
Work
Group
Work
Group
Work
Group
Work
Group
Work
Group
Work
Group
Work
Group
Adapted from Figure 2.2

5. Continuum of Bureaucratic Orientation
2.4
Continuum of Bureaucratic Orientation
Amazon.com
Pepsi-Cola
IRS
Blockbuster
Video
Cisco Systems
Procter & Gamble
Sony
McDonald’s
Starbucks
Low Bureaucratic Structure
High Bureaucratic Orientation
Mid-Range Bureaucracy
Adapted from Figure 2.3

6. Characteristics of Traditional Management
2.5
Characteristics of Traditional Management
Bureaucratic Management
Traditional
Management
Scientific
Management
Administrative
Characteristics
Rules
Impersonality
Division of Labor
Hierarchy
Authority Structure
Lifelong Career Commitment
Rationality
Focus
Whole Organization
Administrative
Characteristics
Training in routines and rules
“One Best Way”
Financial Motivation
Focus
Employee
Administrative
Characteristics
Defining of management functions
Division of Labor
Hierarchy
Authority
Equity
Focus
Manager
Adapted from Table 2.1

7. Characteristics of Traditional Management (cont.)
2.6
Characteristics of Traditional Management (cont.)
Bureaucratic Management
Traditional
Management
Scientific
Management
Benefits
Consistency
Efficiency
Drawbacks
Rigidity
Slowness
Benefits
Productivity
Efficiency
Drawbacks
Overlooks social needs
Benefits
Clear structure
Professionalization of managerial roles
Drawbacks
Internal focus
Overemphasizes rational behavior of managers
Adapted from Table 2.1

8. Basic Systems View of Organization
2.7
Basic Systems View of Organization
Environment
INPUTS
Human, physical,
financial, and information resources
TRANS-FORMATION
PROCESS
OUTPUTS
Products and Services
Feedback loops
Adapted from Figure 2.4

9. Contingency Viewpoint
2.8
Contingency Viewpoint
Behavioral Viewpoint
How managers influence others:
Informal Group
Cooperation among employees
Employees’ social needs
Traditional Viewpoint
What managers do:
Plan
Organize
Lead
Control
Systems Viewpoint
How the parts fit together:
Inputs
Transformations
Outputs
Contingency Viewpoint
Managers’ use of other viewpoints
to solve problems involving:
External environment
Technology
Individuals
Adapted from Figure 2.5

10. Importance of Quality Lower Costs & Higher Market Positive Company
2.09
Importance of Quality
Lower
Costs &
Higher
Market
Share
Positive Company
Image
QUALITY
Decreased
Product
Liability
Adapted from Figure 2.6

11. Integration of Management Viewpoints and Competencies
2.10
Integration of Management Viewpoints and Competencies
Managerial
Competency
Management Viewpoint
Traditional Behavioral Systems Contingency Quality
X X X X
X X
X X X
X X X
Communication
Planning and administration
Strategic action
Self-management
Global awareness
Teamwork
X = relatively high importance
Adapted from Table 2.3