CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .
-
Upload
tiffany-stanley -
Category
Documents
-
view
215 -
download
1
Transcript of CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .
![Page 1: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/1.jpg)
CLASSICAL MANAGEMENT
SCIENTIFIC APPROACHES
![Page 2: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/2.jpg)
http://www.youtube.com/watch?v=vsSjsnny8JQ
![Page 3: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/3.jpg)
Requirements for a “Profession”
Formal education requirement for entry
System of accreditation or licensing
Clearly defined clients
Profession-wide code of ethics
![Page 4: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/4.jpg)
“Classical Approach” - Frederick Taylor
Four Guiding Principles:
Proper working implements, conditions & rules of motion: develop a science for every job
Select right worker with right abilities
Train worker & give incentive to co-operate: piece-rate pay
Give necessary support (E.G., REST PERIODS).
![Page 5: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/5.jpg)
Francis & Lillian Gilbreith
Time & Motion Studies: reduce a job to its physical motions i.e. bricklayers
Soldiering: working below capability
“Cheaper by the Dozen”
Concept still being used today
The Original “Efficiency Experts”
![Page 6: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/6.jpg)
Conclusions of Scientific Approach
A use results-based compensation
B design jobs to maximize a person’s performance potential
C carefully select people
D train people to perform to the best of their abilities
E provide workers with supervisory support
![Page 7: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/7.jpg)
HENRY GANTT
Believed in offering bonuses for work performance
Introduced the GANTT chart
The GANTT chart is a planning, monitoring, and control mechanism which is quite simple in concept but a powerful tool
Basically more complex projects are systematically broken down and plotted across time
![Page 8: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/8.jpg)
![Page 9: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/9.jpg)
ADMINISTRATIVE “Make every employee an Owner”
Henry Fayol - Rules & Duties Of Mgmt.
foresight: complete a plan
organization: provide resources needed to implement plan
command: get the best out of people
coordination: ensure subunits fit together
control: verify progress, take action
![Page 10: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/10.jpg)
Henry Fayol - continued
Fayol’s Mgmt. Principles:Scalar chain: clear chain of
commandUnity of command: receive
directions from one person
Unity of direction: one person in charge of all related activities
![Page 11: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/11.jpg)
Mary Parker FollettConcerned with administration
Proposed: 1) Employee-ownership2) Proposed a systems theory
point of view 3) Believed in corporate social
responsibility
Profit Sharing
Gain Sharing
Bring in improvements
Greed/Ethics
Unions
![Page 12: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/12.jpg)
CLASSICAL APPROACH; BUREAUCRATIC ORGANIZATION
Max Weber
Weber’s View of Bureaucracy:clear division of labourLots of rules – Military based Jobs filled with expertsHierarchy of authoritycareers based on merit
![Page 13: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/13.jpg)
WEBERS IDEAL BUREAUCRACY
Advantages EfficientFairConsistentPredictableRational
![Page 14: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/14.jpg)
WEBERS IDEAL BUREAUCRACY
Disadvantages Too much Red Tape slow to react to change Rigid in shifting
customer needs & wants
Not spontaneous
![Page 15: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/15.jpg)
BEHAVIOURAL MANAGEMENT APPROACH
Theory: Hawthorne
Turning point in Management studies focusing on social & human concerns vs technical
Started Human Relations movement where productivity improved with good people skills
Evolved into O.B.
![Page 16: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/16.jpg)
Hawthorne Effect
Lessons from Hawthorne StudiesA looked at people’s feelingsB if singled out for special attention people will
perform as expectedC set stage for study of OB (organizational
behaviour: study of individuals and groups in an organization
![Page 17: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/17.jpg)
ABRAHAM MASLOW HIERARCHY OF NEEDS:
NeedsFive Levels
1) Self-Actualization
2) Esteem
3) Social
4) Safety
5) Physiological
![Page 18: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/18.jpg)
ABRAHAM MASLOW HIERARCHY OF NEEDS:
Lessons from Maslow
Managers who satisfy human needs will achieve productivity
DEFICIT PRINCIPLE : Satisfied needs are not motivators
PROGRESSION PRINCIPLE: Higher order needs are activated only when lower order needs have been satisfied
![Page 19: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/19.jpg)
McGregor : Theory X & Y
Theory X: Worker dislike job, lack ambition, resist change, are followers & irresponsible
Theory Y: Employee participation, involvement, empowerment, self-management.
![Page 20: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/20.jpg)
McGregor : Theory X & YLessons from Theory X and Theory Y
A subordinates can act in ways that confirm a manager’s expectation
B Theory X Mgrs: overly directive, narrow and control-oriented
C Theory X Mgrs: give subordinates more participation, freedom and responsibility in their work
![Page 21: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/21.jpg)
McGregor : Theory X & YLessons from Theory Y assume workers are:
Willing to workWilling to accept responsibilityCapable of self-directionCapable of self inner controlCapable of imagination
![Page 22: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/22.jpg)
QUANTITATIVE MANAGEMENT Foundation: Mathematical techniques can be
used to improve managerial decisions
3 Characteristics:1) focus on decision making where mgmt must take
action
2) economic decision criteria ( costs, revenues, ROI)
3) involve mathematical models that follow sophisticated rules & formulas ; need computer models to run
![Page 23: CLASSICAL MANAGEMENT SCIENTIFIC APPROACHES. .](https://reader031.fdocuments.us/reader031/viewer/2022032709/56649edc5503460f94becc2f/html5/thumbnails/23.jpg)
USE OF REGRESSION ANALYSIS:
POSSIBLE FACTORS:
1) SALES EXPERTISE;
2) EXISTING COMPETITION
3) CLIMATE/ENVIRONMENT
4) STORE LOCATION
5) LOCALE (URBAN SUBBURBAN, RURAL)