Management of Libraries and Information Centers LIS 570

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Management of Libraries and Information
CentersLIS 570

• Management Thought Theory
• Marie L. Radford
• Rutgers University, SCILS
• Adapted from Mark Winston (2005) with Permission

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3 Phases of Management Theory

• Industrial Revolution Prompts Theory Development
• Classic Theories
• Behavioral Theories
• Emerging/Contemporary Theories

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The Classical Approach Asks HOW?

• Establish rational principles
• Focus on technical efficiency
• Goal organizational efficiency
• 2 Approaches
• Scientific
• General Administration

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Frederick W. Taylor (1856-1915)
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Frederick Taylor (1856-1915)

• Scientific Management -- Fundamental Principles
• Replacing rules of thumb with science (organized
  knowledge)
• Working for maximum, rather than restricted
  output
• Efficiency - lower costs, raise profits,
  increase workers pay
• Incentive for higher productivity
• Looked at time motion studies

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 Taylors Principles of Management

• Division of Work
• Specialization
• Necessary in the efficient use of labor
• including managerial technical work
• Unity of Command
• Employees receive orders from 1 superior.
• Subordination of Individual to General Interest
• When the two differ, management must reconcile
  them.

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 Taylors Principles Continued

• Remuneration
• Should be fair
• Should afford maximum satisfaction to employees
  employer.
• Centralization
• Authority concentrated or dispersed?
• Individual circumstances determine the best
  yield.

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Taylors Principles Continued

• Scalar Chain
• Chain of superiors, from the highest to the
  lowest ranks
• Not to be departed from needlessly
• But abandoned when following it is detrimental
• Equity
• Loyalty devotion elicited by kindness justice
  of managers in dealing with subordinates
• Esprit de Corps
• In union there is strength
• Extension of principle of unity of command
• emphasizing teamwork
• importance of communication

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Classic Theories General Administration
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Max Weber (1864-1920)
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Max Webers Sociological Concepts

• Analyzed church, government, military, business
• Coined term bureaucracy
• Foundation of successful social organizations
• Bureaucracy - the ideal organizational structure
• Ideal Bureaucracy Model 6 points
• Clear rules regulations
• Task definition (division of labor)
• Impersonality
• Efficient productive organizations
• Hierarchical structure - top to bottom, clear
  chain of command
• Career orientation

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Behavioral Theories - Ask WHY?

• Asks why people do things, not how
  (Classical)
• Embraces sociology psychology
• Seeks to understand human behavior

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Abraham Maslow Psychologist (1908-1970)
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Motivation Theory People reach fulfillment
through satisfying a series of needs.
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Need for food, water, shelter, sleep
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-Need to be free of fear of physical danger or
deprivation of basic physiological needs -Need to
avoid physical harm, accidents, attacks
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Belongingness and Love Needs -Feel a part of
group, department, organization, profession -
Accepted as team member
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Need to be held in esteem by themselves others.
-Satisfying these needs produces feelings of
power, self-confidence, prestige. -Rewards/Award
s, recognition, promotions, titles, corner offices
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-The need to maximize ones own potential -To
become everything one is capable of becoming
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Before you can hope to motivate employees you
must understand their hierarchy of needs
Source Dogberts Top Secret Management Handbook
by Scott Adams HarperBusiness1996.
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Theory X Y

• Developed by Douglas McGregor
• Evolved from Maslows Hierarchy
• Makes assumptions about human nature

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Theory X - Assumptions

• The employee
• Dislikes work
• Prefers to be directed
• Wishes to avoid responsibility
• Has little ambition
• Wants security
• Motivated by fear

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Theory Y- Assumptions

• Work is as natural as play or rest 
• Work may be source of satisfaction or of
  punishment
• Workers are self-directed, if committed 
• Capacity, imagination, ingenuity, creativity
  are widely distributed in an organization

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Emergent/Contemporary Management Theory
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General Systems TheoryLudwig von Bertlanffy
(1901-1972)
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General Systems Theory (1940s)

• Manager must understand system environment
• Abandon rote problem solving
• Provides a framework for integration of internal
  external factors
• Incorporates concepts from biology, physics,
  behavioral sciences

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General Systems Principles

• Organization seen as living entity or system
• Boundaries separate organization from environment
• System seeks equilibrium/stability
• Environmental change causes uncertainty may
  require adaptability for survival

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Quality Circles

• A group with similar jobs
• Meet regularly
• Consider problems of quality, productivity,
  motivation.
• Investigate causes, recommend solutions, take
  corrective action. 
• Problem-solving teams trained in data collection,
  measurement group process techniques.

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Quality Circles

• Members are volunteers who work in the same
  department or in similar activities.
•  
• May leave the circle at will.
•  
• May rejoin at any time.
•  

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Total Quality Management

• Deming--U.S.--gt Japan (1950's)--gt U.S.
• Began in late 1970's in private sector
• 1980's--Moved to non-profit sector.
• Now in higher education other sectors.
• Met with resistance in academic non-profit
  sectors

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Total Quality Management

• Key Components
• Quality and continuous improvement
• Customer focus
• Staff empowerment
• Training
• Data

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Daniel Goleman
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Emotional Intelligence (Goleman, 1995)

• Self-Awareness
• Knowing your emotions, recognizing feelings
• Managing Emotions Moods
• Handling emotions to react appropriately
• Self-Motivation
• Being goal directed, despite self-doubt
• Empathy
• Recognizing others feelings
• Managing Relationships
• Handling interaction, conflicts, negotiations

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Emotional Intelligence (Management Futures,
3/99)
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Situational or Contingency Approach

• No one right way to manage. No one best style.
• Effective leadership depends on match
• between style work circumstances.
• Experience intuition important.

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Current Management Trends

• Shift towards project management thinking
• Leaner organizations/downsizing
• Flatter, more horizontal organization
• More technology
• Demand for better, faster, cheaper
• Frequent paradigm shifts turn on a dime
• Demand for on time, on budget