Management Theory - PowerPoint PPT Presentation

1 / 33
About This Presentation
Title:

Management Theory

Description:

Management Theory The main management theories Problem is different books categorise these in different ways for example this is not a bad writeup. – PowerPoint PPT presentation

Number of Views:254
Avg rating:3.0/5.0
Slides: 34
Provided by: petermatC
Category:
Tags: management | max | theory | weber

less

Transcript and Presenter's Notes

Title: Management Theory


1
Management Theory
  • The main management theories

2
Learning Outcomes
  • At the end of next this learners will be able to
  • Describe the role of management theory
  • State the main schools of management thought and
    provide an example of at least one contributor to
    each school
  • Discuss Scientific theory
  • Identify at least four motivation theorists

3
Six Management Skills (CMgr)
  • Leading People
  • Managing Change
  • Meeting Customer Needs
  • Managing Information and Knowledge
  • Managing Activities and Resources
  • Managing Yourself

4
Why is Management Theory Important
Exam !!!
5
Much Simpler
  • Productivity

Competition
6
Management Theorists
  • The challenge
  • Identify those contributors who in context
    actually remain relevant and influential today
    and how can their contributions help the managers
    within a selected organisation to better manage
    the people they work with

7
(No Transcript)
8
(No Transcript)
9
(No Transcript)
10
School of Thought
11
Do we know any of the Management Schools of
Thought?
12
(No Transcript)
13
Scientific Management Theory
14
  • At the turn of the century, the most notable
    organizations were large and industrialized.
    Often they included ongoing, routine tasks that
    manufactured a variety of products. The United
    States highly prized careful measurement and
    specification of activities and results.
    Management tended to be the same. This theory
    espoused this careful specification and
    measurement of all organizational tasks. Tasks
    were standardized as much as possible. Workers
    were rewarded and punished. This approach
    appeared to work well for organizations with
    assembly lines and other mechanistic, routinized
    activities.

15
Frederick Winslow Taylor
  • 1911, Principles of Scientific Management

16
Frederick Winslow Taylor
  • - an American engineer who sought to improve
    industrial efficiency.
  • He was one of the intellectual leaders of the
    Efficiency Movement and his ideas, broadly
    conceived, were highly influential in the
    Progressive Era.
  • He believed

17
One Best Way
  • Taylor thought that by analyzing work, the
    "One Best Way to do it would be found. He is
    most remembered for developing the time and
    motion study. He would break a job into its
    component parts and measure each to the second.

18
Five principles of Scientific Management
  • Scientifically study each part of a task and
    develop the One best way of performing it.
  • Select the best person to do the job.
  • Train, Teach and develop the worker.
  • Provide financial incentives for following the
    methods.
  • Divide work and responsibility so that managers
    are responsible for planning the work methods and
    workers are responsible for executing the work
    accordingly.

19
Frank and Lillian Gilbreth
  • 1917, Applied Motion Studies

20
Time and Motion Studies
  • One of the great husband-and-wife teams of
    science and engineering, Frank and Lillian
    Gilbreth early in the 1900s collaborated on the
    development of motion study as an engineering and
    management technique, using flow process charts,
    with symbols.

21
Key Difference to Taylor
  • Unlike Taylor who tended to think that pay was
    the only motivator , being paid a fair piece rate
    would improve productivity. Gilbreths recognised
    other factors were equally important such as
    fatigue, lighting, heating, ventilation.

22
Henry Gantt (1861-1919)
  • 1916. Work, Wages, and Profits, second edition,
    Engineering Magazine Co., New York.
  • 1919. Organizing for Work, Harcourt, Brace, and
    Howe, New York

23
Henry Laurence Gantt
  • Henry Laurence Gantt, A.B., M.E. (1861-1919) was
    a mechanical engineer and management consultant
    who is most famous for developing the Gantt chart
    in the 1910s.
  • These Gantt charts were employed on major
    infrastructure projects including the Hoover Dam
    and Interstate highway system and still are an
    important tool in project management.

24
Gantts legacy
  • The Gantt chart still an important management
    tool today, it provides a graphic schedule for
    the planning and controlling of work, and
    recording progress towards stages of a project.
  • Industrial Efficiency Industrial efficiency can
    only be produced by the application of scientific
    analysis to all aspects of the work in progress.
    The industrial management role is to improve the
    system by eliminating chance and accidents.
  • The Task And Bonus System He linked the bonus
    paid to managers to how well they taught their
    employees to improve performance.
  • The social responsibility of business He
    believed that businesses have obligations to the
    welfare of society that they operate in.

25
Classical Theory
26
  • focused upon dividing organizations into
    hierarchies, establishing strong lines of
    authority and control. Suggested organizations
    develop comprehensive and detailed standard
    operating procedures for all routine tasks.

27
Henri Fayol (1841-1925)
28
In 1916, he published his "14 Principles of
Management" in the book "Administration
Industrielle et Generale." Fayol also created a
list of the six primary functions of management,
which go hand in hand with the Principles.
29
Six primary functions of management
  • 1.forecasting
  • 2.planning
  • 3.organizing
  • 4.commanding
  • 5.coordinating
  • 6.controlling (described in the sense that a
    manager must receive feedback about a process in
    order to make necessary adjustments)

30
Fayol's 14 Principles of Management
  • 1.Division of Work
  • 2.Authority Responsibility
  • 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 of Tenure of Personnel
  • 13.Initiative
  • 14.Esprit de Corps

31
Max Weber (1864-1920)
  • Weber, Max (1947) The Theory of Social and
    Economic Organization. Translated by A. M.
    Henderson Talcott Parsons,The Free Press.

32
Developed the concept of bureaucracy (Classical
organization theory) as a formal system of
organization and administration designed to
ensure efficiency and effectiveness. Weber
focused on dividing organizations into
hierarchies, establishing strong lines of
authority and control. He suggested organizations
develop comprehensive and detailed standard
operating procedures for all routinised
tasks. http//www.hrmguide.co.uk/history/classica
l_organization_theory.htm
33
Next Time
  • Putting in the Human
Write a Comment
User Comments (0)
About PowerShow.com