1. MANAGEMENT LEARNING
“Good things grow from small
foundations”
•What can we learn from
classical management
thinking?
•What is unique about the
behavioral management
approaches?
•What are the foundations of
the modern management
approaches?
2. MANAGEMENT LEARNING
Classical Management
MODULE GUIDE 3.1
Taylor’s scientific management sought efficiency in
job performance.
Weber’s bureaucratic organization is supposed to be
efficient and fair.
Administrative principles describe managerial duties
and practices.
4. CLASSICAL MANAGEMENT
Scientific Management
Taylor’s Four Principles of Scientific Management
1. Develop a “science” for each job—rules of
motion, standard work tools, proper work
conditions.
2. Hire workers with the right abilities for the
job.
3. Train and motivate workers to do their jobs
according to the science.
4. Support workers by planning and assisting
their work by the job science.
5. CLASSICAL MANAGEMENT
Bureaucracy
Bureaucratic Organizations
Defined by Max Weber in late 19th century
Focused on definitions of authority, responsibility
and process
Intended to address the inefficiencies of
organizations at that time
6. CLASSICAL MANAGEMENT
Bureaucracy
Characteristics of an Ideal Bureaucracy
Clear division of labor Jobs are well defined, and workers
become highly skilled at performing them.
Clear hierarchy of authority and responsibility are well
defined, and each position reports to a higher-level one.
Formal rules and procedures Written guidelines describe
expected behavior and decisions in jobs; written files are
kept for historical record.
Impersonality Rules and procedures are impartially and
uniformly applied; no one gets preferential treatment.
Careers based on merit Workers are selected and promoted
on ability and performance; managers are career employees
of the organization.
7. CLASSICAL MANAGEMENT
Administrative Principals
Administrative Principals
Attempts to document the experiences of
successful managers
Analyzes organizations in their social
context
Two key contributors
Henri Fayol
Mary Parker Follett
8. CLASSICAL MANAGEMENT
Administrative Principals
Henri Fayol – Administration
Industrielle et Generale - 1916
Five Duties of Managers According to Henri Fayol
1. Foresight—complete a plan of action for the future.
2. Organization—provide and mobilize resources to
implement plan.
3. Command—lead, select, and evaluate workers.
4. Coordination—fit diverse efforts together, ensure
information is shared and problems solved.
5. Control—make sure things happen according to plan, take
necessary corrective action.
9. CLASSICAL MANAGEMENT
Administrative Principals
Mary Parker Follett – 1920’s
Foresighted approach
Advocated managers and workers work in
harmony and employees should own a
share of the business
Forerunner of “managerial ethics” and
“social responsibility”
10. MANAGEMENT LEARNING
Behavioral Management
MODULE GUIDE 3.2
The Hawthorne studies focused attention on the
human
side of organizations.
Maslow described a hierarchy of human needs with
self-actualization at the top.
McGregor believed managerial assumptions create
self-
fulfilling prophesies.
Argyris suggests that workers treated as adults will
be
more productive.
11. BEHAVORIAL MANAGEMENT
The Hawthorne Studies
Hawthorne Studies - 1924
Studies tried to determine how economic
incentives and physical environment
affected productivity
Involved 21,000 people over 6 years
Concluded that human needs were an
important factor in increasing productivity
Resulted in “The Hawthorne Effect”
12. Definition of Hawthorne Studies
“The Hawthorne Studies were
conducted from 1927-1932 at the
Western Electric Hawthorne Works in
Chicago, where Harvard Business
School Professor Elton Mayo examined
productivity and work conditions.”
13. Definition of Hawthorne Studies
Cont.
“Mayo wanted to find out what effect
fatigue and monotony had on job
productivity and how to control them
through such variables as rest breaks, work
hours, temperatures and humidity.”
14. Mayo’s Experiment
Five women assembled telephone relays, one supplied the
parts.
Made frequent changes in working conditions with their
consent.
Records were kept of relays made, temperature and humidity
of rooms, medical and personal histories, eating and sleeping
habits, and bits of conversation on the job.
No one supervised the girls.
They were told to work as they felt and at a comfortable pace.
15. Mayo’s Experiment Cont.
Productive capacity was measured by recording the girls’
output for two weeks before the study began.
First five weeks, no changes were made.
Third stage, a pay system was ensured allowing the girls’ to
earn in proportion to their efforts.
Eight weeks later, two five-minute rest pauses were added.
16. Mayo’s Experiment Cont.
Eighth phase, workday ended a half-day early.
Ninth phase, the girls finished an hour earlier than usual.
Five-day week introduced.
Girls went back to no breaks, lunches and a full work week,
output declined for those twelve weeks.
17. Results
Researchers found that output rates weren’t
directly related to the physical conditions of the
work.
Output went up when:
They were put on piece-work for eight weeks.
Two five minute rest pauses were introduced for five weeks.
Rest pauses were lengthened to ten minutes.
A hot meal was supplied during first pause.
They were dismissed at 4:30 p.m. instead of 5:00 p.m.
18. Results Cont.
Output slightly fell when six five minute pauses were added.
It remained the same when they were dismissed at 4:00 p.m.
instead of 4:30 p.m.
Mayo believes “what actually happened was that six
individuals became a team and the team gave itself
wholeheartedly and spontaneously to cooperation in the
experiment. The consequence was that they felt themselves
to be participating freely and without afterthought, and were
happy in the knowledge that they were working without
coercion from above or limitations from below.”
19. Conclusions
Work is a group activity.
Social world for an adult is primarily patterned about work.
Need for recognition, security and sense of belonging.
Complaints, commonly a symptom manifesting disturbance
of an individual’s status position.
20. Conclusions Cont.
Attitudes and effectiveness are conditioned by social
demands.
Informal groups at work are strong social controls over the
work habits and attitudes of a worker.
Change from established society to adaptive society.
Group collaboration.
21. Brainstorming: How this can be
used in organizations
Cooperation and communication with
coworkers.
Rearrange/reorganize job functions.
Create an atmosphere of working as a
team.
22. Nuts and Bolts: Explanation of Topic
Interviewing
Provide insight to workers moral, their likes
and dislikes and how they felt about their
bosses.
23. Nuts and Bolts: Explanation of Topic
Cont.
Role of Supervisor
Retained the responsibility of making sure
that their workers reached production levels,
should lead their workers.
24. Nuts and Bolts: Explanation of
Topic Cont.
Management
Need to gain active support and
participation from workers, while maintaining
managerial control.
Be patient with workers, listen to them, and
avoid creating emotional upsets.
25. Nuts and Bolts: Explanation of
Topic Cont.
Teamwork
Cooperation, communication, sense of
belonging.
“Man’s desire to be continuously associated in
work with his fellows is a strong, if not the
strongest, human characteristic. Any disregard
of it by management or any ill-advised attempt
to defeat this human impulse leads instantly to
some form of defeat for management itself.”
26. How it Works in the Field
Aspects of Hawthorne Studies
Workers
Management
Motivation
Productivity
27. How it Works in the Field Cont.
Workers
Insights, suggestions, likes and dislikes,
moral, training.
Management
Transfer of power to workers, knowing their
workers.
28. How it Works in the Field Cont.
Motivation
Incentives to increase productivity and
quality.
Productivity
By increasing the output rate and keeping
costs down, the company will be able to
increase profits.
29. Summary
Hawthorne Studies dealing with worker
motivation and work productivity.
Increase communication and cooperation
among coworkers.
30. Summary Cont.
Motivation can cause an increase in
productivity
Involve employees in decision making.
Create a sense of belonging by creating teams.
Hinweis der Redaktion
Classical Management began in the late 1800’s. It has three subfields; Scientific Management, Bureaucratic Organizations and Administrative Principals.
Frederick Taylor was the first to scientific methods such as standard times to the management process.
Although Taylor’s approach was a major improvement, the Scientific approach is often criticized for being to mechanistic.
The intent was good. Unfortunately, bureaucratic organizations have not lived up to expectations.
And the guidelines were excellent. But, today’s bureaucratic organizations are terribly inefficient. So, what happened? The answer – poor implementation.
Mary Parker Follett was well ahead of her time in the field of management theory. Many of her ideas were not implemented until decades later.
Henri Fayol’s five duties were very close to the modern management functions of planning, leading, organizing and controlling.
The idea that employee’s should own a share of the business is one of the most powerful employee motivators.
Behavioral management theory brought the human side of employees into management considerations regarding productivity.
“ People given special attention are likely to perform as expected .” “ People given special attention are likely to perform as expected .”
The studies grew out of preliminary experiments at the plant from 1924-1927 on the effect of light and productivity. Those experiments showed no clear connection between productivity and the amount of illumination but researchers began to wonder what kind of changes would influence output.
Telephone relays - a small mechanism of about forty parts which had to be assembled and dropped in a chute when completed. Changes made were temperature and humidity of the rooms, hours worked in a week and in a day, the number of breaks they received, and when they ate their lunch.
By adding a pay system this centralized the girls’ financial interest on the study. The two added rest pauses were at 10 a.m. and 2 p.m. They then were given a light lunch in the pauses.
which ran through the summer of 1928. Introduction of five day week lasted through the summer of 1928.
As the girls went from one phase to the next, output rate increased. At a forty eight hour week, the girls produced 2,400 relays a week each.
The girls complained that the six five minutes pauses interrupted their work rhythm. Once they were put back to normal working hours and everything, the highest output was recorded, averaging 3000 relays a week.
The need for recognition, security and sense of belonging is more important in determining workers’ morale and productivity than physical conditions of the work place.
Changing from an established society in the home to an adaptive society in the work plant resulting from the use of new techniques tends to disrupt the social organization of a work plant and industry. Group collaboration must be planned and developed. If it is achieved the human relations within a work plant may reach a cohesion which resists the disrupting effects of adaptive society.
Workers have a strong need for cooperation and communication with coworkers, by first recognizing this, the organization can then brainstorm ideas in order to rearrange/reorganize the job functions in such a way that workers feel that they are working with a team.
Interviewing was due to the development of two things; the need for closer attention to employee-supervisor relations and the training of supervisors.
By redefining the role of the supervisors, researchers felt that it would increase employee moral and hence production. By training supervisors the goal is to transform the relationships of power and subordination.
By gaining the support and participation of workers, then management won’t have to worry so much about their workforce becoming unionized and slowing down production. With implementing teamwork, it allows better communication and cooperation. Workers are able to have a sense of feeling that they are achieving something as a whole and are able to put in their insights into the project.
With implementing teamwork, it allows better communication and cooperation. Workers are able to have a sense of feeling that they are achieving something as a whole and are able to put in their insights into the project.
In trying to implement the aspects of the Hawthorne Studies, the relationship between workers and management has to be looked at. Once this is done, then ways to motivate the employees can be brought into play. If there is motivation then productivity should increase.
Workers are the ones who are actually performing the jobs, therefore they may have some very good insights in which to improve the quality and rate of production of the product. Once management entrusts their workers with some power to make decisions, then workers feel they are helping the process more. When managers know their employees, then it should be easier to create some motivation.
Different motivations can involve an increase in pay, benefits, rewards, or even recognition of a job well done. If motivation can be achieved then productivity can increase, allowing the company to make a better profit, which they can then share with the employees, allowing them to see what their efforts have accomplished.
The Hawthorne Studies involved many aspects of an organization. Elton Mayo concentrated on the human relations aspect of a work environment. Through studies such as the Relay Assembly Test and others he came to the conclusion that by increasing communication and cooperation among coworkers it will increase the productivity level.
With feeling like they are working towards something, such as an incentive or feeling like they are part of a team can increase one’s level of output. By allowing workers to be involved in making decisions they will feel that they are part of the production process and not just a tool. When they feel that they have done a job well done, they will be satisfied and want to achieve that feeling of accomplishment once again.