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MH-2 The construction of a single pyramid occupied more than 100,000 workers for 20 years. Who told each worker what to do? Who ensured that there would.

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Presentation on theme: "MH-2 The construction of a single pyramid occupied more than 100,000 workers for 20 years. Who told each worker what to do? Who ensured that there would."— Presentation transcript:

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2 MH-2 The construction of a single pyramid occupied more than 100,000 workers for 20 years. Who told each worker what to do? Who ensured that there would be enough stones at the site to keep workers busy? https://www.youtube.com/watch?v=fF_YvY7jfiE Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

3 MH-3 Describe some early management examples Explain the various theories in the classical approach Discuss the development and uses of the behavioral approach Describe the quantitative approach Explain the various theories in the contemporary approach Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

4 MH-4 Historical Background of Management Ancient Management – Egypt (pyramids) and China (Great Wall) – Venetians (floating warship assembly lines) Adam Smith The Wealth of Nations in 1776 Industrial Revolution – Substituted machine power for human labor – Created large organizations in need of management Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

5 MH-5 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

6 MH-6 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Exhibit MH-1: Major Approaches to Management

7 MH-7 Scientific Management Fredrick Winslow Taylor – The “father” of scientific management The theory of scientific management – Using scientific methods to define the “one best way” for a job to be done: Putting the right person on the job with the correct tools and equipment Having a standardized method of doing the job Providing an economic incentive to the worker Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

8 MH-8 Exhibit MH-2 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

9 MH-9 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

10 MH-10 General Administrative Theory Henri Fayol – Believed that the practice of management was distinct from other organizational functions – Developed principles of management that applied to all organizational situations Max Weber – Developed a theory of authority based on an ideal type of organization (bureaucracy) Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

11 MH-11 Fayol's Six Functions of Management Fayol's six primary functions of management, which go hand in hand with the Principles, are as follows: Forecasting. Planning. Organizing. Commanding. Coordinating. Controlling. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

12 MH-12 Exhibit MH-3 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

13 MH-13 The organization defined by Weber: 1.Division of Labor 2.A clearly defined hierarchy 3.Detailed rules and regulations 4.Impersonal relationships 5.Documentation 6.Career oriantation Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

14 MH-14 Exhibit MH-4 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

15 MH-15 Quantitative Approach – Also called operations research or management science – Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems – Focuses on improving managerial decision making by applying: Statistics, optimization models, information models, and computer simulations Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

16 MH-16 Organizational Behavior Organizational Behavior (OB) – The study of the actions of people at work; people are the most important asset of an organization Early OB Advocates – Robert Owen – Hugo Munsterberg – Mary Parker Follett – Chester Barnard Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

17 MH-17 The Hawthorne Studies A series of productivity experiments conducted at Western Electric from 1924 to 1932 – Experimental findings Productivity unexpectedly increased under imposed adverse working conditions. The effect of incentive plans was less than expected. – Research conclusion Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

18 MH-18 Exhibit MH-6 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

19 MH-19 The Systems Approach System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Closed systems Are not influenced by and do not interact with their environment (all system input and output is internal) Open systems Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

20 MH-20 Exhibit MH-7 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

21 MH-21 The Contingency Approach Contingency Approach - sometimes called the situational approach – There is no one universally applicable set of management principles (rules) by which to manage organizations. – Organizations are individually different, face different situations (contingency variables), and require different ways of managing. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

22 MH-22 Exhibit MH-8 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

23 MH-23 Terms to Know division of labor (or job specialization) Industrial Revolution scientific management therbligs general administrative theory principles of management bureaucracy quantitative approach organizational behavior (OB) Hawthorne Studies system closed systems open systems contingency approach Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall


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