1. Chapter 2
Part 2

2. Humanistic View
Emphasized the importance of understanding human behaviors, needs and attitudes in the work place.
3 subfields
Human Relations Movement
Human Resource Perspective
Behavioral Science Approach

3. Human Relations Movement
Based on the idea that effective control comes from within the individual worker rather than from strict, authoritarian control.
Emphasized satisfaction of employees’ basic needs as the key to increased worker productivity.
Hawthorne studies were key contributor.

4. Hawthorne Studies
A series of experiments on worker productivity started in 1924 at the Hawthorne plant of Western Electric Company.
The tests were originally designed to investigate the effects of illumination on output; however, many of the tests pointed to the importance of factors other than illumination in affecting productivity.

5. Quantitative Perspective
Uses mathematics , statistical techniques and computer technology to facilitate management decision making, particularly for complex problems.

6. Recent Trends: Systems Thinking Contingency Review
Total Quality Management

7. Systems Thinking
The ability to see the distinct elements of a situation as well as the complexities.
A system is a set of interrelated parts that function as a whole to achieve a common purpose.
Changes in one part of the system(organization) affect other parts.
Organization must be managed as a coordinated whole.

8. Subsystems are parts of the system that are all interconnected
Synergy – the whole is greater than the sum of its parts
Managers must understand subsystem interdependence and synergy

9. Contingency View
The classical management perspective assumed a universalist view; concepts that would work in one organization would work in another.
Every situation is unique, there is no universal management theory
Managers must determine what method will work
Managers must identify key contingencies for the current situation
Organizational structure should depend upon industry and other variables

10. 2.6 Contingency View of Management

11. Total Quality Management (TQM)
Total quality management (TQM) focuses on managing the total organization to deliver better quality to customers.
W. Edwards Deming, “Father of the Quality Movement”
TQM became popular in the 1980s and 90s
Integrate high-quality values in every activity

12. Elements of TQM
Employee involvement. TQM requires company-wide participation in quality control.
Focus on the customer. TQM companies find out what the customer wants.
Benchmarking. A process whereby companies find out how others do something better and imitate or improve it.
Continuous improvement. The implementation of small, incremental improvements in all areas of the organization on an ongoing basis.

13. Innovative Management: Thinking for a Changing World
Management ideas trace their roots to historical perspectives
New ideas continue to emerge to meet the changing needs and difficult times
The shelf life of trends is getting shorter and new ideas peak in fewer than three years

14. Managing the Technology- Driven Workplace
Customer Relationship Management – technology used to build relationship with customers
Outsourcing – contracting functions or activities to other organizations to cut costs
Supply Chain Management – managing supplier and purchaser relationships to get goods to consumers