Classical Perspective (1900 )

1
Classical Perspective (1900)

• Emphasized a rational, scientific approach to
  study of management and sought to make workers
  and organizations like efficient operating
  machines

2
Classic. Perspective Categories

• Scientific Management
• Frederick Taylor
• Frank and Lillian Gilbreth
• Bureaucratic Organizations (rational)
• Max Weber
• Administrative Principles (rational)
• Henri Fayol

3
Shift in Management Thinking Following the
Hawthorne Studies
From
To
Classical Management
Humanistic Approach
- Rationality - Efficiency - Standardization
Recognition of importance of workers Social
Environment
4
Humanistic Perspective (1920s)

• Behavior Science Appr.
• e.g., Hawthorne Studies
• Human Relations Approach
• Emphasizes enlightened treatment of workers
• Human Resources Appr.
• Emphasizes power sharing between managers and
  employees
• e.g., Theory Y

5
Management Science Perspective(1940)

• Involves Mathematics, Computers
• Examples
• Forecasting
• Inventory control
• Scheduling
• Break-even analysis

6
Systems Theory (1950)

• How the parts fit together
• How the organization interacts with its
  environment

7
(No Transcript)
8
Contingency View (1960)

• Integrates many of the other views
• No one best way to manage - the best way depends
  on the situation (e.g., have few rules in a
  small organization, many rules in a large one)

9
Current Challenges in Organizations

• Global Competition
• Diversity (incl. Global)
• Ethics and Social Responsibility
• Technological Change

10
Contemporary Organizational Trends

• Companies stressing vision and values
• Employees more empowered (Managers moving from
  being bosses to being facilitators)
• Structures more team-based and boundaryless
• Organizations knowledge-based, stressing
  life-long learning
• Quality a forethought, not afterthought
• Ethics a forethought, not afterthought
• Less resistance to change
• Companies changing from monocultural to
  multicultural

11
Hofstedes Dimensions of Culture

• Power Distance
• Uncertainty Avoidance
• Individualism/Collectivism
• Masculinity/Femininity
• (Time Orientation - Short vs. Long)

12
HOFSTEDES CULTURAL DIMENSIONS
Power Distance
low
high
Smaller status differentials Easy interaction of
people from different backgrounds
Limited interaction between low-status and
high-status individuals
Uncertainty Avoidance
low
high
Greater ease in unstructured, unpredictable
situations
Avoidance of unstructured, unpredictable
situations
Individualism
Collectivism
Primary concern for interests of the larger group
Primary concern for self and family
Masculinity
Femininity
Emphasis on assertiveness, competitiveness,
material success
Emphasis on good working conditions, security,
feelings, intuition
13
Time Orientation

• Short-Term Orientation means that people expect
  fairly rapid feedback from decisions, expect
  quick profits, frequent job evaluations and
  promotions, etc.

14
Hofstedes Dimensions of Culture

• US Jap Fra Chil Tai WAfr Mex Ger
• PD 40 54 68 63 58 77 81 35
• UA 46 92 86 86 69 54 82 65
• I/C 91 46 71 23 17 20 30 67
• M/F 62 95 43 28 45 46 69 66
• TO 29 80 30 - (118) 16 -
  31
• (China)

15
(No Transcript)
16
Diversity Statistics for the Workplace
0
5
11
14
68
17
Age Distribution of U.S. Labor Force, 2002 and
2012