The Evolution of Management Thought

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Learning Objectives. Portray how the need to increment hierarchical proficiency and adequacy has guided the advancement of administration hypothesis Explain the standard of employment specialization and division of work, and tell why the investigation of individual errand connections is vital to the quest for expanded efficiencyIdentify the standards of organization and association that underlie successful orga

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The Evolution of Management Thought part two

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Learning Objectives Describe how the need to increment authoritative productivity and viability has guided the development of administration hypothesis Explain the guideline of occupation specialization and division of work, and explain why the investigation of individual assignment connections is key to the quest for expanded proficiency Identify the standards of organization and association that underlie powerful associations

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Learning Objectives Trace the adjustment in speculations about how directors ought to carry on to rouse and control representatives Explain the commitments of administration science to the effective utilization of hierarchical assets Explain why the investigation of the outer condition and its effect on an association has turned into a focal issue in administration thought

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The Evolution of Management Theory Figure 2.1

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Job Specialization and the Division of Labor Adam Smith (eighteenth century financial analyst) Observed that organizations made sticks in one of two distinctive ways: - Craft-style—every laborer did all means. - Production—every laborer had some expertise in one stage. Smith found that the execution of the industrial facilities in which specialists had some expertise in just a single or a couple undertakings was substantially more noteworthy than the execution of the manufacturing plant in which every laborer played out all stick making assignments

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Job Specialization and the Division of Labor Job Specialization handle by which a division of work happens as various specialists have practical experience in particular errands after some time

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F.W. Taylor and Scientific Management Scientific Management The efficient investigation of the connections amongst individuals and errands with the end goal of updating the work procedure to expand proficiency.

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Problems with Scientific Management Managers as often as possible executed just the expanded yield side of Taylor's arrangement. Specialists did not partake in the expanded yield. Specific occupations turned out to be exceptionally exhausting, dull. Laborers wound up doubting the Scientific Management technique.

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The Gilbreths Analyze each individual activity important to play out a specific assignment and break it into each of its part activities Find better approaches to play out every segment activity Reorganize each of the segment activities so that the activity in general could be performed all the more proficiently at less cost in time and exertion

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Administrative Management The investigation of how to make a hierarchical structure that prompts to high productivity and viability. Authoritative Management Theory

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Administrative Management Theory Max Weber Developed the standards of organization as a formal arrangement of association and organization intended to guarantee proficiency and adequacy.

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Weber's Principles of Bureaucracy Figure 2.2

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Rules, SOPs and Norms Rules formal composed guidelines that determine moves to be made under various conditions to accomplish particular objectives Standard Operating Procedures (SOPs) particular arrangements of composed directions about how to play out a specific part of an undertaking Norms unwritten, casual sets of principles that endorse how individuals ought to act specifically circumstances

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Fayol's Principles of Management

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Fayol's Principles of Management

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Behavioral Management Theory Behavioral Management The investigation of how supervisors ought to by and by act to rouse representatives and urge them to perform at abnormal states and be focused on the accomplishment of authoritative objectives.

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Behavioral Management Mary Parker Follett Concerned that Taylor overlooked the human side of the association Suggested laborers help in dissecting their occupations If specialists have significant information of the assignment, then they ought to control the undertaking

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The Hawthorne Studies and Human Relations Studies of how qualities of the function setting influenced laborer weariness and execution at the Hawthorne Works of the Western Electric Company from 1924-1932. Specialist profitability was measured at different levels of light enlightenment.

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The Hawthorne Studies and Human Relations Human Relations Implications Hawthorne impact — laborers' dispositions toward their administrators influence the level of specialists' execution

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The Hawthorne Studies and Human Relations Human relations development advocates that chiefs be behaviorally prepared to oversee subordinates in ways that inspire their participation and increment their profitability

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The Hawthorne Studies and Human Relations Behavior of supervisors and specialists in the work setting is as critical in clarifying the level of execution as the specialized parts of the undertaking Demonstrated the significance of seeing how the sentiments, considerations, and conduct of work-gathering individuals and directors influence execution

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The Hawthorne Studies and Human Relations Informal association The arrangement of behavioral standards and standards that rise in a gathering Organizational conduct The investigation of the elements that affect how people and gatherings react to and act in associations.

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Theory X and Theory Y Douglas McGregor proposed two distinct arrangements of suppositions about laborers. Hypothesis X An arrangement of negative presumptions about specialists that prompts to the determination that a supervisor's assignment is to direct laborers intently and control their conduct.

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Theory X and Theory Y Theory Y An arrangement of positive suppositions about specialists that prompts to the decision that an administrator's assignment is to make a work setting that urges responsibility to authoritative objectives and gives chances to laborers to be innovative and to practice activity and self-bearing.

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Theory X versus Hypothesis Y Figure 2.3

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Example – Dave Packard As HP developed, Dave Packard perceived that everybody needed to make a decent showing with regards to He strolled around tuning in to everybody HP additionally settled an open-entryway arrangement permitting representatives to examine any issue without dread of response

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Management Science Theory Management Science Theory Contemporary way to deal with administration that spotlights on the utilization of thorough quantitative strategies to help supervisors make greatest utilization of authoritative assets to create products and enterprises.

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Management Science Theory Quantitative administration uses scientific strategies, as straight programming, demonstrating, reenactment and confusion hypothesis Operations administration gives chiefs an arrangement of methods they can use to break down any part of an association's generation framework to expand productivity

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Management Science Theory Total quality administration concentrates on investigating an association's info, change, and yield exercises to build item quality Management data frameworks help supervisors outline frameworks that give data that is fundamental to powerful basic leadership

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Organizational Environment Theory Organizational Environment The arrangement of powers and conditions that work past an association's limits yet influence an administrator's capacity to obtain and use assets

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The Open-Systems View Open System A framework that takes assets for its outside condition and changes them into merchandise and ventures that are then sent back to that condition where they are purchased by clients.

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The Organization as an Open System Figure 2.4

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The Open-Systems View Input arrange association gains assets, for example, crude materials, cash, and gifted laborers to deliver merchandise and ventures Conversion arrange data sources are changed into yields of completed products Output arrange completed products are discharged to the outer condition

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The Open-Systems View Closed framework An independent framework that is not influenced by changes in its outside condition. Prone to experience entropy and lose its capacity to control itself

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The Open-Systems View Synergy the execution picks up that outcome from the joined activities of people and divisions Possible just in a sorted out framework

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Contingency Theory Contingency Theory the authoritative structures and control frameworks administrator pick are dependent upon qualities of the outer condition in which the association works. "There is nobody most ideal approach to sort out"

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Contingency Theory Figure 2.5

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Type of Structure Mechanistic Structure A hierarchical structure in which specialist is incorporated, assignments and tenets are unmistakably determined, and representatives are firmly regulated.

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Type of Structure Organic Structure An authoritative structure in which expert is decentralized to center and first-line chiefs and errands and parts are left equivocal to urge representatives to collaborate and react rapidly to the unforeseen

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Video Case: The Assembly Line What drawback do you think laborers experienced after Taylor forded present occupation specialization in his production line? Think about a case from the video. How does a moving mechanical production system fit into the convictions of a Theory X chief, an assignment given to Henry Ford?