Presentation on theme: "Evolving Management Approaches and Behavioral Management"— Presentation transcript:
1Evolving Management Approaches and Behavioral Management 4/23/2017Chapter IIEvolving Management Approaches and Behavioral Management
2PrefaceEven diverse fields and management thoughts are integrated in Management Innovation and Organization Development, Behavioral Management Thoughts are one of those that play key roles, especially teamwork and behaviors, in both fields.Also, some contemporary thoughts and theories contribute to shape them up and build over the rusty management orthodoxies as well.
3Objectives After studying the chapter, students should be able to.. Describe evolution of management approaches and list the major phrase of such approaches and theoriesExplain how the behavioral management theories is so important to management innovation and organization developmentExplain what Mary Parker Follett’s management thoughts yield on the fields of management innovation and organization developmentExplain the roles of behavioral management theories in the fields of management innovation and organization development
4Evolution of Management Theory : contributions of thought to Management Innovation & Organization Development
5Job Specialization Adam Smith (1723-1790) Realized that job specialization resulted in much higher efficiency and productivityBreaking down the total job allowed for the division of labor in which workers became very skilled at their specific tasks.
7Scientific Management Characterized by a worker-task relationship, with efficiency as its primary goalAssociated with the industrial era in Europe and the U.S.Defined by Fredrick W. Taylor ( )
8Taylor’s Principles:Study the way workers perform tasks and experiment with ways of improving themDetermine rules and SOPs that govern task performanceSelect and train (according to the rules) the worker for the taskEstablish a performance standard, and develop a pay system that rewards above-standard performance
9How were these applied? What were some side-effects? Managers didn’t always reward increased outputJobs became dull or stressfulIncreased turnoverWorkers restricted output (sandbagging)
10Followers of Taylor Frank (1868-1924) and Lillian (1878-1972) Gilbreth Time-and-motion studyAlso studied job fatigue
11Administrative Management Theory Concerned with how to design the organizational structure for high efficiency and effectiveness
12Max Weber (1864-1920): Principles of Bureaucracy Manager’s formal authority derives from his positionPeople should occupy positions because of performance, not social standingEach person’s formal authority and responsibilities should be clearly specifiedPositions should be arranged hierarchicallyManagers should create a well-defined system of rules, SOPs, and norms
13Henri Fayol (1841-1925) Principles of Management OrderInitiativeDisciplineRemuneration of personnelStability of tenure of personnelSubordination of personal interestEsprit de corpsDivision of laborAuthority and responsibilityUnity of commandLine of authorityCentralizationUnity of directionEquity
14Behavioral Management Theory Mary Parker Follett ( )“Authority should go with knowledge”First advocate of empowerment, self-managed teams
15Behavioral Management Theory Hawthorne studiesHuman relations movementThe workings of the informal organization (norms)Organizational behavior
16Theory X and Theory Y Douglas McGregor (1906-1964) Theory X/ Theory Y Believed that one or the other assumption tended to drive managerial behavior in a particular organizationWhat are examples?
18Management Science Theory Generally, a quantitative approachQuantitative management (modeling, simulation, queuing theory)Operations management (production)Total quality management (TQM)Management Information Systems (MIS)
19Organizational Environment Theory (1960s) : Open Systems View
20Closed System System that operates as though it is self-contained Likely to experience entropy and disintegrate
21Contingency TheoryThe idea that the organizational structures and control systems are contingent on characteristics of the external environment
22Contingency Theory Mechanistic structures: Central authority Clear tasks and rulesClose supervisionOrganic structures:DecentralizedMore authority to middle and line managersMore cross-functioning and empowerment
23Contingency TheoryThe idea that the organizational structures and control systems are contingent on characteristics of the external environment
24Thoughts of Contribution Management Innovation Behavioral Management ThoughtMary Parker Follett ( )“Authority should go with knowledge”First advocate of empowerment, self- managed teamsManagement Science TheoriesQuantitative Approaches; TQMOrganization Environment TheoryClose systemsContingency TheoryOrganizational theory, design, and changesCommitment to a big management problemNovel principles that illuminate new approachesA deconstruction of management orthodoxiesAnalogies from a typical organizations that redefine what’s possible.Organizational DevelopmentBehavioral Management ThoughtsM.P. Follett’s thoughtHawthorne studiesHuman relations movementThe workings of the informal organization (norms)Organizational behaviorApplication of behavioral science techniques to improve an organization’s health and effectiveness through its ability to cope with environmental changes, improve internal relationships, and increase learning and problem-solving capabilities