Administrative Office Management

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Used written rules and regulation for governance

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Summerians

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Used management practices to construct pyramid

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Egyptians

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Used extensive set of laws and policies for governance

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Babylonians

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Used different governing systems for cities and state

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Greeks

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Used organized structure for communication and control

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Romans

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Used extensive organization structure for government agencies and the arts

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Chinese

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Used organization design and planning concepts to control the seas.

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Venetians

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He is a British Industrialist who recognized importance of human resources and implement better working conditions through reduced child labor, meals and shorter hour.

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Robert Owen (1771-1858)

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He is English Mathematician who focused on creating efficiencies of production through the division of labor, management and labor cooperation, and application of mathematics to management problems. He wrote "On the Economy of Machinery and Manufactures. "

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Charles Babbage (1792-1871)

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2 major schools of the classical management approach

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1. Scientific Management

2. Administrative Management

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Concerned with improving the performance of individual workers

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Scientific Management

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Grew out of the industrial revolutions labor shortage at the beginning of the twentieth century

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Scientific Management

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A theory that focuses on managing the total organization

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Administrative Management

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He is a Father of Scientific Management

* Replaced rule of thumb/intuitive methods with scientifically based work methods to eliminate soldering.

*Believe selecting, training, teaching and developing workers.

* Used time studies, standard planning, exception rule, slide rules, instruction cards and piece work pay systems to control and motivate employees.

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Frederick Taylor (1856-1915)

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Steps in Scientific Management by Frederick Taylor

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1. Develop a science for each element of the job to replace old rule-of-thumb methods.

2. Scientifically select employees and then train them to do the job as described in step1

3. Supervise employees to make sure they follow the prescribed methods for performing their jobs.

4. Continue to plan the work, but use workers to get the work done.

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Time-motions studies {broke movements inti therbligs}.

Reduced the number of movements in bricklaying, resulting in increased output of 200%

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Frank (1862-1924) and Lillian Gilbreth (1872-1972)

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Was an early associate of Frederick Taylor.

* Developed other techniques, including the Gantt chart, to improve working efficiency through planning/scheduling.

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Henry Gantt (1861-1919)

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Advocated job specialization in both managerial and operating jobs.

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Harrington Emerson (1838-1931)

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Focuses on managing the total organization rather than individuals

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Administrative Management Theory

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Wrote "General and Industrial Management"

Helped to systematize the practice of management.

He was the first researcher to identify the specific management functions of planning, organizing, leading and controlling.

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Henri Fayol (1841-1925)

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Administrative Management Theory-Fayol's 14 Principles

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1. Division of work

2. Authority

3. Discipline

4. Unity of Command

5. Unity of Direction

6. Subordination of individual interests to the general interest

7. Remuneration

8. Centralization

9. Scalar Chain

10. Order

11. Equity

12. Stability/tenure of personnel

13. Initiative

14. Esprit de corps

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This principle is the same as Adan Smith's 'division of labor'. Specialization increases output by making employees more efficient.

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Division of work.

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Managers must be able to give orders. It gives then this right. This should be commensurate to responsibility.

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Authority

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Employee must obey and respect the rules that govern the organization. Good discipline is a result of effective leadership, a clear understanding between management and workers regarding the organizations rules.

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Discipline

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Every employee should receive orders from only one superior.

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Unity of Command

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Each group of organizational activities that have the same objective should be directed by one manager using one plan.

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Unity of direction

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The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.

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Subordination of individual interests to the general interest.

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Workers must be paid a fair wage for their services.

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Remuneration

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The degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralization for each situation

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Centralization

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The line of authority from top management to the lowest ranks represents the ________. Generally, formal communications should follow this chain

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Scalar chain

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People abd materials should be in the right place at the right time

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Order

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Managers should be kind and fair to their subordinates

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Equity

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High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

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Stability/tenure of personnel.

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Employees who are allowed to originate and carry out plans will exert high levels of effort

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Initiative

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Promoting team spirit will build harmony and unity within the organization.

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Esprit de corps.

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Integrated the work of previous management theorists in The Elements of Business Administration.

Founded ASQ in 1956

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Lyndall Urwick (1891-1983)

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Write "the functions of the executive"

Proposed theory of the acceptance of authority by subordinates as the source of power and influence for managers.

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Chester Barnard (1886-1961)

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His theory of bureaucracy is based on a rational set of guidelines for structing organizations.

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Max Weber (1864-1920)

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The classical management perspective today Contributions:

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* Laid the foundation for later theoretical developments.

* Identified management processes, functions, and skills.

* Focused attention on management as a valid subject of scientific inquiry.

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The classical management today Limitations

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* More appropriate approach for use in traditional, stable, simple organizations.

* Prescribed universal procedures that are not appropriate in some settings.

* Employees viewed as tools rather than as resources.

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* Emphasized individual attitudes and behaviors, and group processes.

* Recognized the importance of behavioral processes in the workplace.

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Behavioral Management

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A German psychologist, considered the father of industrial psychology, wrote "Psychology and Industrial Efficiency," a pioneering work in the practice of applying psychological concepts to industrial settings.

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Hugo Munsterberg (1863-1916)

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Illumination study of changes in workplace lighting unexpectedly affected both the control group and the experimental group of production employees

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Western Electric Hawthorne, IL plant(1972-1935) or The Hawthorne Studies

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Confirmed the importance of human behavior in the workplace

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Interview program

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* Grew out of the Hawthorne studies.

* Proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics

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The human relations movement

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Advanced a needs theory that employees are motivated by a hierarchy of needs that they seek to satisfy.

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Abraham Maslow (1908-1970)

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Proposed Theory X and Theory Y concepts of managerial beliefs about people and work.

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Douglas McGregor (1906-1964)

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Contemporary field focusing on behavioral perspectives on management

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Draws on psychology, sociology, anthropology, economics and medicine.

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Important organizational behavior topics:

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* Job satisfaction and job stress

* Motivation and leadership

* Group dynamics and organizational politics

* Interpersonal conflict

* The design of organizations

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The behavioral management perspective today Contributions:

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* provided insight into motivation, group dynamics, and other interpersonal processes.

* Focused managerial attention on these critical processes.

* Challenged the view that employees are tools and furthered the belief that employees are valuable resources.

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The behavioral management perspective today limitations

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* complexity of individuals makes behavior difficult to predict.

* Many concepts not put to use because managers are reluctant to adopt them.

* Contemporary research findings are not often communicated to practicing managers in an understandable form.

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Helped the world war II alied forces manage logistical problems

Focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems.

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Quantitative Management

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Focuses on the development of representative mathematical models to assist with decisions.

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Management Science

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The practical application of management science to efficiently manage the production and distribution of products and services.

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Operations Management

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System Perspective- Ludwig von Bertalanffy (1901-1972)

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Open system

Closed system

Subsystem

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An organization that interacts with its external environment

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Open system

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An organization that dies not interact with its environment

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Closed system

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The impotance is due to their interdependence on each other within the organization

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Subsystem

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Subsytem are more successful working together in a cooperative and coordinated fashion than working alone

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Synergy

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A normal process in which an organizational system declines due to failing to adjust to change in its environment

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Entropy

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Include the classical, behavioral, and quantitative approaches

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Universal perspective

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Suggest that each organization is unique

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The contingency perspective

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Complementary way of thinking about theories of management. Involves the recognition of current system and subsystem interdependencies, environmental influences, and the situational nature of management

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Integrative Framework

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Contemporary Applied Management Perspectives

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* William Ouchi's (1943) "Theory Z,"

* Peters and Waterman's "in search of excellence"

* Edward and Lawler Lyman Porter integrative model

* Stephen Covey, "The 7 habits of highly effective managers."