Professional Documents
Culture Documents
By
Harold S. Geneen
What is Management ?
Management ..
Management is an art of getting things done through and with others in the formally organized groups
-Koontz and O'Donnell
Finally..
The verb manage comes from the Italian maneggiare (to handle especially a horse), which in turn derives from the Latin manus (hand). The French word mesnagement (later mnagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.
-Oxford English Dictionary.
Social Influences
The aspects of a culture that influence interpersonal
relationships.
Political Influences
The impact of political institutions on individuals and
organizations.
Global Influences
The pressures to improve quality, productivity, and
attempted to define the one best way to perform every task through systematic study and other scientific methods. believed that improved management practices lead to improved productivity.
Task Performance
Supervision
Motivation
Task Performance
Scientific management incorporates basic expectations of management, including:
Development of work standards Selection of workers
Training of workers
Support of workers
Supervision
Taylor felt that a single supervisor could not be an expert at all tasks.
As a result, each first-level supervisor should be
responsible only workers who perform a common function familiar to the supervisor.
This became known as Functional Foremanship.
Motivation
Taylor believed money was the way to motivate workers to their fullest capabilities.
He advocated a piecework system in which workers
who met a standard level of production were paid a standard wage rate. whose production exceeded the standard were paid at a higher rate for all of their production output.
Workers
Scientifically study each part of a task and develop the best method of performing the task. Carefully select workers and train them to perform the task by using the scientifically developed method. Cooperate fully with workers to ensure that they use the proper method. Divide work and responsibility so that management is responsible for planning work methods using scientific principles and workers are responsible for executing the work accordingly.
management.
Fayols managerial functions of planning, leading,
Technical activities: Production, Manufacturing, adaptation Commercial Activities: Buying, Selling, Exchange Financial activities: Search of Optimum Use of Capital Security Activities: Protection of Property and Person Accounting Activities: stock-taking, balance sheets, costs, statistics Managerial Activities: Planning, organization, command, coordination and control
Bureaucratic Management
Focuses on the overall organizational system. Bureaucratic management is based upon:
Firm rules Policies and procedures A fixed hierarchy A clear division of labor
Charismatic authority
Subordinates voluntarily comply with a leader
because of his or her special personal qualities or abilities (e.g., Martin Luther King, Gandhi).
Rational-legal authority
Subordinate obedience based upon the position held
Description
Subordinate obedience based upon custom or tradition
Subordinate obedience based upon special personal qualities associated with certain social reformers, political leaders, religious leaders, or organizational leaders
Rationallegal
Subordinate obedience based upon the position held by superiors within the organization
vs.
Classical Perspective
Focused on rational behavior
Behavioral Perspective
Acknowledged the importance of human behavior
1868-1933
1880-1949 1906-1964
Chester I Barnard
1886-1961
Behavioral Perspective
Elton Mayo
Conducted the famous Hawthorne Experiments.
Hawthorne Effect
Productivity increased because attention was paid to the workers in the experiment.
His work represents the transition from scientific management to the early human relations movement.
-Effect of Fatigue and Monotony on Job Productivity (Rest Breaks, Work Hours, Temperature and Humidity)
group,
modifying
rest
periods,
shortening
especially group behaviour and serve it through such interpersonal skills as motivating,
Hawthorne Effect
The mere act of showing people that you are concerned about them usually spurs them to better job performance
Douglas McGregor
Proposed the Theory X and Theory Y styles of management.
Theory X managers perceive that their subordinates
enjoy work and that they will gain satisfaction from performing their jobs.
Factor
Employee attitude toward work Management view of direction
Theory X Assumptions
Employees dislike work and. will avoid it if at all possible. Employees must be directed, coerced, controlled, or threatened to get them to put forth adequate effort. Employees wish to avoid responsibility; they prefer to be directed and told what to do and how to do it. Authoritarian style of management
Theory Y Assumptions
Employees enjoy work and will actively seek it. Employees are self-motivated and self-directed toward achieving organizational goals. Employees seek responsibility; they wish to use their creativity, imagination, and ingenuity in performing their jobs. Participatory style of management
Management style
Chester I Barnard
Felt that executives serve two primary functions:
Must establish and maintain a communications
system among employees. Must establish the objectives of the organization and motivate employees.
Physical Needs
Minimisation
-Rationality in decision making
Decision Making
An operational administrative decision should
problems or situations that require direct action, or a decision, on the part of management.
Measurable Criteria
The decision-making process requires that the
decision maker select some alternative course of action. The alternatives must be compared on the basis of measurable criteria.
Computers
Computers are quite useful in the problem-solving
process.
Systems Perspective
An approach to problem solving based on an understanding of the basic structure of systems.
Environmental interaction
affected by the organizations technology. Identified and described three different types of technology:
Small-batch technology Mass-production technology Continuous-process technology
Table 2.4
Examples Custom fabrication machine shop, manufacturer of neon advertising signs, print shop specializing in personal business cards, trophy-engraving shop Manufacturer of automobiles, manufacturer of refrigerators, manufacturer of hair dryers, manufacturer of pencils Oil refinery, flour mill, soft drink bottler, chemical processor
Mass-production technology
Continuous-process technology
by William Ouchi
Advocates
trusting employees and making them feel like an integral part of the organization. on the assumption that once a trusting relationship with workers is established, production will increase.
Based
Understand the various influences that will have a continuing effect on management thinking Be aware of how key business environment variables relate to their organization. Know which elements to select from the various management perspectives that are appropriate for their situation. Be adaptable to change such that future conditions and developments do not quickly render their chosen approaches obsolete.
goals
that
are
tangible,
verifiable
and
measurable. He wanted managers to focus on what must be accomplished (goals) rather than how it was to be accomplished (Methods)