1. Chapter Outline Scientific Management Theory
Job Specialization and the Division of Labor
F. W. Taylor and Scientific Management
The Gilbreths
Administrative Management Theory
The Theory of Bureaucracy
Fayol’s Principles of Management
Behavioral Management Theory
The Work of Mary Parker Follett
The Hawthorne Studies and Human Relations
© Copyright McGraw-Hill. All rights reserved.

2. Chapter Outline (cont’d)
Behavioral Management Theory (cont’d)
Theory X and Theory Y
Management Science Theory
Organizational Environment Theory
The Open Systems View
Contingency Theory
© Copyright McGraw-Hill. All rights reserved.

3. Scientific Management Theory
Evolution of Modern Management
Began in the industrial revolution in the late 19th century as:
Managers of organizations began seeking ways to better satisfy customer needs.
Large-scale mechanized manufacturing began to supplanting small-scale craft production in the ways in which goods were produced.
Social problems developed in the large groups of workers employed under the factory system.
Managers began to focus on increasing the efficiency of the worker-task mix.
© Copyright McGraw-Hill. All rights reserved.

4. The Evolution of Management Theory
© Copyright McGraw-Hill. All rights reserved.
Source:
Figure 2.1

5. F.W. Taylor and Scientific Management
The systematic study of the relationships between people and tasks for the purpose of redesigning the work process for higher efficiency.
Defined by Frederick Taylor in the late 1800’s to replace informal rule of thumb knowledge.
Taylor sought to reduce the time a worker spent on each task by optimizing the way the task was done.
© Copyright McGraw-Hill. All rights reserved.

6. Frank and Lillian Gilbreth
Refined Taylor’s work and made many improvements to the methodologies of time and motion studies.
Time and motion studies
Breaking up each job action into its components.
Finding better ways to perform the action.
Reorganizing each job action to be more efficient.
Also studied worker-related fatigue problems caused by lighting, heating, and the design of tools and machines.
© Copyright McGraw-Hill. All rights reserved.

7. Administrative Management Theory
The study of how to create an organizational structure that leads to high efficiency and effectiveness.
Max Weber
Developed the concept of bureaucracy as a formal system of organization and administration designed to ensure efficiency and effectiveness.
© Copyright McGraw-Hill. All rights reserved.

8. Weber’s Principles of Bureaucracy
© Copyright McGraw-Hill. All rights reserved.
Figure 2.2

9. Fayol’s Principles of Management
Division of Labor: allows for job specialization.
Fayol noted jobs can have too much specialization leading to poor quality and worker dissatisfaction.
Authority and Responsibility
Fayol included both formal and informal authority resulting from special expertise.
Unity of Command
Employees should have only one boss.
© Copyright McGraw-Hill. All rights reserved.

10. Fayol’s Principles of Management (cont’d)
Line of Authority
A clear chain of command from top to bottom of the firm.
Centralization
The degree to which authority rests at the top of the organization.
Unity of Direction
A single plan of action to guide the organization.
© Copyright McGraw-Hill. All rights reserved.

11. Fayol’s Principles of Management (cont’d)
Equity
The provision of justice and the fair and impartial treatment of all employees.
Order
The arrangement of employees where they will be of the most value to the organization and to provide career opportunities.
Initiative
The fostering of creativity and innovation by encouraging employees to act on their own.
© Copyright McGraw-Hill. All rights reserved.

12. Fayol’s Principles of Management (cont’d)
Discipline
Obedient, applied, respectful employees are necessary for the organization to function.
Remuneration of Personnel
An equitable uniform payment system that motivates contributes to organizational success.
Stability of Tenure of Personnel
Long-term employment is important for the development of skills that improve the organization’s performance.
© Copyright McGraw-Hill. All rights reserved.

13. Fayol’s Principles of Management (cont’d)
Subordination of Individual Interest to the Common Interest
The interest of the organization takes precedence over that of the individual employee.
Esprit de corps
Comradeship, shared enthusiasm foster devotion to the common cause (organization).
© Copyright McGraw-Hill. All rights reserved.

14. Behavioral Management Theory
The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.
Focuses on the way a manager should personally manage to motivate employees.
© Copyright McGraw-Hill. All rights reserved.

15. Behavioral Management
Mary Parker Follett
An influential leader in early managerial theory
Held a horizontal view of power and authority in organizations
Suggested workers help in analyzing their jobs for improvements—the worker knows the best way to improve the job.
If workers have relevant knowledge of the task, then they should control the task.
© Copyright McGraw-Hill. All rights reserved.

16. The Hawthorne Studies
Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from
Worker productivity was measured at various levels of light illumination.
Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased.
© Copyright McGraw-Hill. All rights reserved.

17. Theory X versus Theory Y
© Copyright McGraw-Hill. All rights reserved.
Source:
Figure 2.3

18. Management Science Theory
An approach to management that uses rigorous quantitative techniques to maximize the use of organizational resources.
Quantitative management—utilizes linear programming, modeling, simulation systems.
Operations management—techniques to analyze all aspects of the production system.
Total Quality Management (TQM)—focuses on improving quality throughout an organization.
Management Information Systems (MIS)—provides information about the organization.
© Copyright McGraw-Hill. All rights reserved.

19. Organizational Environment Theory
The set of forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources.
© Copyright McGraw-Hill. All rights reserved.

20. The Organization as an Open System
© Copyright McGraw-Hill. All rights reserved.
Figure 2.4

21. Contingency Theory of Organizational Design
© Copyright McGraw-Hill. All rights reserved.
Source:
Figure 2.5