management school of thoughts
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History of Management Thought
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Schools of Management Thought
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Schools of Management ThoughtClassical School
Behavioral School
Management Science School
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Classical SchoolOne best way to manage
It is managements ob to ascertain the best
way to !erform a ob" then teach that
metho# to wor$ers% The same !hiloso!hya!!lies to running the organi&ation
'the managers ob(
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Scientific ManagementThe Scientific Metho# a!!lie# to wor$
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Scientific ManagementObservation
Measurement
)ogic
*nalysis
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Taylors , -rinci!les of Scientific
Management
.or$ metho#s shoul# be base# on scientific
observation / not rules of thumb%
Scientifically select" train" an# #evelo! eachwor$er
Coo!erate with wor$ers to ensure that
scientifically #evelo!e# metho#s are beingfollowe#%
Managers analy&e an# !lan wor$0 wor$ers
actually !erform the tas$s%
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Scientific Management+ran$ 1 )illian 2ilbreth
Motion 1 Time Stu#ies
Therbligs
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2ilbrethsBric$3laying
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2ilbrethsTime an# motion stu#ies
Brea$ing u! each ob action into itscom!onents 'Therblig(%
+in#ing better ways to !erform the action%
4eorgani&ing each ob action to be moreefficient%
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Scientific Management*!!lication of the Scientific Metho# to
wor$
Selection of the most ca!able wor$ers
-rovi#e resources to wor$ers
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.ebers -rinci!les of Bureaucracy5% +ormal authority comes from ones organi&ational
!osition 'Bureaucracy 6 rational !ower(
7% -ositions shoul# be hel# base# on merit" not social
stan#ing or !ersonal contacts% 'Brea$ with tra#itional
!ower(8ach !ositions res!onsibilities an# relationshi! to other
!ositions shoul# be clearly s!ecifie#% '4oles(
*uthority in a bureaucracy is hierarchical !ower%
Formalization = well-defined system of rules
o!erating !roce#ures" an# norms 6 control via rational!ower%
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Management of the Organi&ation.hile in the 9S Management focuses on in#ivi#ual
at
wor$In 8uro!e early theory 'that in 5:;
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Henri +ayols -rinci!les of
ManagementDivision of Labor: allows for ob s!eciali&ation%Authority and Responsibility:both formal an#
informal authority result from s!ecial e=!ertise%
Unity of Command: wor$ers have only one boss%Line of Authority: clear chain of comman#" to! to
bottom of the firm%
Centralization: #egree to which authority rests at the
to! of the organi&ation%Unity of Diretion: single !lan of action to gui#e the
organi&ation%
!"uity - The !rovision of ustice an# the fair an#im!artial treatment of all em!loyees%
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#rder:!lace wor$ers where most useful an#have career o!!ortunities%$nitiative: encourage em!loyees to act on their
own%
Disipline: wor$ers nee# to obeyRemuneration of %ersonnel:!ay what is fair%&tability of 'enure of %ersonnel: )ong3term
em!loyment is im!ortant
&ubordination of $ndividual $nterest to the Common $nterest: interest of organi&ation!riority!sprit de orps: Have enthusiasm
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Behavioral SchoolHuman 4elations School
2enesis was in an e=!eriment in
Scientific Management
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Behavioral SchoolHawthorne Stu#ies
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Hawthorne Stu#ies.or$ers were not reacting to the con#itions
of the e=!eriment
.or$ers were reacting to being inan
e=!eriment
Hawthorne 8ffect
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Maslows @ee# HierarchySelf actuali&ation
nee#s
8steem nee#s
Social nee#s
Safety nee#s
-hysiological nee#s
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Dou)las ()re)or
Theory X Theory Y
Most People dislikework
Work is a natural activitylike play.
Most People must becoerced and threatenedbefore they work.
People are capable of selfdirection and self control
Most people prefer tobe directed. They avoidresponsibility and havelittle ambition.
People become committedto organizational objectivesif they are rewarded indoing so.
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Classical vs% BehavioralTwo #iametrically o!!ose# views
.hich view #o you hol#A
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Management Science SchoolManagement Science is @OT the same as
Scientific Management
Originate# in the -olaris missile !roect
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Management Science* !roblem is #efine#" an# a mo#el of the
situation is #evelo!e#
The mo#el sim!lifies reality or re!resents
reality in an abstract manner
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Management ScienceSte! One? evelo! a mo#el of the
!roblem or situation
Ste! Two? uantify the variables
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Management Science* !olitically incorrect e=am!le
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Management Science *!!roach
*uantitative mana)ement + use of
mathematic mo#els" linear !rogramming"
simulation systems an# chaos theory tosolve management !roblems%
#perations mana)ement +techniDues
use# to analy&e all as!ects of the!ro#uction system%
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Management Science *!!roach3
Cont%'otal *uality (ana)ement ,'*( +
analy&ingin!ut" conversion" an# out!ut to
increase !ro#uct Duality%
(ana)ement $nformation &ystems ,($&
+!rovi#es information vital for effective
#ecision ma$ing
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Contingency *!!roach'here is no .one best way/0Organi&ing 'an# other( #ecisions that match the #eman#s of the
environment !rovi#e a#a!tation%
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So3.hat #oes a manager #oA
It #e!en#s on where they are in theorgani&ation?
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Roles of 'op (ana)er- (intzber)
1/ $nterpersonal Roles:Fi)urehead 2 represents or)anization and it3s
authorityLeader 2 has power to ma4e thin)s happen
Liaison 2 ma4es ontats with peers and othermana)ers
5/ $nformational Roles:6athers and proesses information
(onitor 2 san environment for relevant uesDisseminator 2 passes seleted information to those
who need to 4now&po4esperson 2 informs outsiders
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4oles of To! Managers /Cont%7/ Deisional Roles:!ntrepreneur 2 searhes for new idea to implement8
4eeps mental tra4 of their pro)ress
Disturbane handler 2 tries to 4eep onflits inbalane and arbitrates onflitResoure alloator 2 deides who )ets what
,resoures and power9 personal basis of deision-ma4in)
/ 'he $nte)rated ;ob of (ana)er:$mpliation for new mana)er 2 re"uirement for
networ4s of information$mpliation for 'eam (ana)ers 2 re"uirement for
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