Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

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Schermerhorn - Chapter 43 Chapter 4 Historical Foundations of Management 4 Planning Ahead –What can be learned from classical management thinking? –What did the human resource approaches contribute? –What is the role of quantitative analysis in management? –Why are the systems view and contingency thinking still useful? –What are the trends and directions as management enters the 21st century?

Schermerhorn - Chapter 44 Classical Approaches to Management 4 Scientific Management - Frederick Taylor –Develop for every job: rules of motion, standardized work implements, proper working conditions –Carefully select workers with the right abilities for the job –Carefully train workers to do the job and give proper incentives –Support workers by carefully planning their work

Schermerhorn - Chapter 45 Classical Approaches to Management 4 Administrative Principles –Henri Fayol foresight - complete plan of action for future organization - provide resources to implement plan command - lead, select, evaluate workers to get the best work coordination - fit diverse efforts together control - make sure things happen according to plan

Schermerhorn - Chapter 46 Classical Approaches to Management 4 Administrative Principles –Mary Parker Follett groups are mechanisms through which individuals can combine their talents for a greater good organizations as “communities” manager’s job is to help others in organizations cooperate and achieve an integration of interests

Schermerhorn - Chapter 47 Classical Approaches to Management 4 Bureaucratic Organization - Max Weber –Bureaucracy ideal, intentionally rational and very efficient form of organization based on principles of logic, order and legitimate authority

Schermerhorn - Chapter 48 Classical Approaches to Management 4 Bureaucratic Organization –Defining characteristics clear division of labor clear hierarchy of authority formal rules and procedures impersonality careers based on merit

Schermerhorn - Chapter 49 Classical Approaches to Management 4 Bureaucracy –negative connotation associated with possible disadvantages of bureaucracy

Schermerhorn - Chapter 410 Classical Approaches to Management 4 Human Resource Approaches to Management –Hawthorne studies initial study to examine the relationship of economic incentives and physical conditions on worker output relationship was not supported “psychological factors” interfered with experiment

Schermerhorn - Chapter 411 Classical Approaches to Management 4 Hawthorne Studies –Relay Assembly Test-Room Studies designed to minimize the “psychological factors” of previous experiment factors that accounted for increased productivity –group atmosphere –participative supervision

Schermerhorn - Chapter 412 Classical Approaches to Management 4 Hawthorne Studies –Employee Attitudes, Interpersonal Relations and Group Processes Findings in final study –people will restrict output to avoid displeasure from the group

Schermerhorn - Chapter 413 Classical Approaches to Management 4 Hawthorne Studies –Lessons shift toward social and human concerns as keys to productivity Hawthorne effect –people who are singled out for special attention perform as expected

Schermerhorn - Chapter 414 Classical Approaches to Management 4 Human Relations Movement –managers who use good human relations will achieve productivity

Schermerhorn - Chapter 415 Classical Approaches to Management 4 Human Relations Movement –Maslow’s Theory of Human Needs need is a physiological or psychological deficiency a person feels the compulsion to satisfy deficit principle –satisfied need is not a motivator of behavior progression principle –a need becomes a motivator once the need below it is satisfied

Schermerhorn - Chapter 416 Classical Approaches to Management 4 Human Relations Movement –Maslow’s Theory of Human Needs physiological safety social esteem self-actualization

Schermerhorn - Chapter 417 Classical Approaches to Management 4 McGregor’s Theory X and Theory Y –According to Theory X, managers believe workers dislike work lack ambition are irresponsible are resistant to change prefer to be led

Schermerhorn - Chapter 418 Classical Approaches to Management 4 McGregor’s Theory X and Theory Y –According to Theory Y, managers believe workers are willing to work are capable of self control accept responsibility are imaginative and creative self-directed

Schermerhorn - Chapter 419 Classical Approaches to Management 4 McGregor’s Theory X and Theory Y –Managers create self-fulfilling prophesies –Theory X managers create dependent and reluctant workers –Theory Y managers create workers who perform as expected with initiative and high performance central to notions of empowerment

Schermerhorn - Chapter 420 Classical Approaches to Management 4 Argyris’ Theory of Personality and Organization –management practices in traditional hierarchical organizations are inconsistent with mature adult personalities

Schermerhorn - Chapter 421 Quantitative Approaches to Management 4 Management Science Foundations –Scientific applications of mathematical techniques to management problems mathematical forecasting inventory modeling linear programming queuing theory network modes simulation

Schermerhorn - Chapter 422 Modern Approaches to Management 4 Systems Thinking –system collection of interrelated parts that function together to achieve a common purpose –subsystem smaller component of a larger system

Schermerhorn - Chapter 423 Modern Approaches to Management 4 Systems Thinking –open systems organizations that interact with their environments in the continual process of transforming resource inputs into outputs

Schermerhorn - Chapter 424 Modern Approaches to Management 4 Systems Thinking –external environment source of both resources and customer feedback impact on operations and outcomes –boundary spanners departments whose functions include working with outsiders and staying informed about external environmental developments

Schermerhorn - Chapter 425 Modern Approaches to Management 4 Contingency Thinking –match managerial responses with opportunities unique to different situations no longer “one best way” to manage

Schermerhorn - Chapter 426 Trends and Directions 4 Quality and Performance Excellence –Quality ability to meet customer needs 100% of the time –Total quality management (TQM) comprehensive approach to continuous quality improvement for a total organization

Schermerhorn - Chapter 427 Trends and Directions 4 Global Awareness –pressure for quality and performance excellence is created by a highly competitive global economy