APPROACHES TO MANAGEMENT

CLASSICAL APPROACHESSCIENTIFIC MANAGEMENT

MENTAL REVOLUTIONBUILD A BODY OF KNOWLEDGE– SEPARATE PLANNING AND DOING– ONE BEST WAY - TIME & MOTION STUDIES– SELECT AND TRAIN– REWARD FOR PERFORMANCE– COOPERATE

CLASSICAL APPROACHESGENERAL ADMINISTRATION

HENRI FAYOL

– 14 PRINCIPLES

– UNIVERSAL APPLICATION

CLASSICAL APPROACHESGENERAL ADMINISTRATION

IDEAL BUREAUCRACY - WEBER

– Division of labor

– Authority and hierarchy

– Formal rules and regulations

– Impersonality

– Career orientation

BEHAVIOR APPROACHESHUMAN RELATIONS

HAWTHORNE STUDIES - MAYO

ACCEPTANCE AUTHORITY

THEORY X, THEORY Y

BARNARD - COMMUNICATIONS

BEHAVIOR APPROACHESHUMAN RESOURCES

HUMANS ARE VALUABLE ASSETS

HUMAN ASSET ACCOUNTING

QUANTITATIVE APPROACHES

OPERATIONS MANAGEMENT

MANAGEMENT SCIENCE

“NEWER” APPROACHES

PROCESS APPROACH

SYSTEMS APPROACH

CONTINGENCY THEORY

JAPANESE MANAGEMENT

PARTICIPATION

LIFE-LONG EMPLOYMENT

THEORY Z

PARTICIPATION– Japanese Society = Homogeneous

– U.S. Society = Heterogeneous

LIFE-LONG EMPLOYMENT– In Japan, Japanese, male, under 55

TOTAL QUALITY MANAGEMENTCUSTOMER FOCUSCONTINUAL IMPROVEMENTQUALITYMEASUREMENT - SPCEMPOWERMENT

TQM “failed?”

ONLY PHYSICAL QUALITYONLY CONTINUAL IMPROVEMENTONLY MEASUREMENT - SPCONLY EMPOWERMENTONLY EMPLOYEE INVOLVEMENT

EMPOWERMENT?

SAME AS “PROPER” DELEGATION OF AUTHORITY?PROBLEM WHEN IT BECOMES A “PROGRAM”– WORKSHOP– NOTEBOOK– NOT PART OF COMPANY LIFE

RE-ENGINEERING?

COMPLETELY RE-DESIGN– STUDY– “RATIONALIZE”

USED AS:– EXCUSE TO FIRE PEOPLE?– CUT “ACROSS THE BOARD?”

THEME: HISTORY

USEFUL CONCEPTS IN EVERY APPROACHPROBLEMS WHEN– APPLIED AS THE ANSWER– APPLIED ONE PART– APPLIED INCORRECTLY– BECAME A FAD

THEME: HISTORY

UNDERSTAND THEORIES, CONCEPTS, TOOLSAPPLY PROPERLY– WHEN– WHERE– WHY– HOW– WHEN/WHY TO NOT APPLY