Intro to Management
Past & Present
and
The POLC Model
Prof Karen Hanen
Mgt 360
Working Today
What are some of the forces impacting today’s
working environment that didn’t exist at the same
level 15-20 years ago?
Technology- Tech IQ is a person’s ability to use technology to stay
informed
Globalization - The worldwide interdependence of resource
flows, product markets, and business competition that
characterize our economy
Scrutiny on Ethics- Code of moral principles that set standards of
conduct of what is “good” and “right”
Working Today – What’s Different (Continued)
Diversity – Today’s workforce reflects differences with respect to gender,
age, race, ethnicity, religion, sexual orientation, and able-bodiedness
Working Virtually Domestically and Internationally – where you work,
when you work and whom you work with you could be distributed 24/7
and anywhere in the world
Free-agent economy - People change jobs more often, and many work on
flexible contracts
Self-management - Ability to understands oneself, exercise initiative,
accept responsibility, and learn from experience
Working Today
Careers and Connections
Organizations consist of three types of workers,
sometimes referred to as a shamrock organization
Permanent full time
workers
Temporary parttime workers
Freelance or
contract workers
WORKING TODAY
Intellectual capital equation –
What you Bring to the Table:
Commitment
Competency
Intellectual Capital
How is being a manager different
from being other professionals (e.g.,
accountants, lawyers, doctors)?
Figure 2.1 Major branches in the classical
approach to management
Copyright ©2015 John Wiley & Sons, Inc.
Fredrick Taylor’s Experiment
Shovel Load
1.
2.
3.
4.
5.
92 lbs
38 lbs
34 lbs
21 lbs
16 lbs
Tonnage
1.
2.
3.
4.
5.
12,500
25,000
30,000
48,000
25,000
Q: What’s the “one best way”?
Wage increase: $1.15 to $1.85 per day
8
Classical Management Approaches
Frederick Taylor
Four guiding principles of scientific management
(Taylorism)
1. Develop a “science” that includes rules of motion,
standardized work implements, and proper working
conditions for every job.
2. Carefully select workers with the right abilities for the
job.
3. Carefully train workers to do the job and give them
incentives to cooperate with the job “science.”
4. Support workers by carefully planning their work and
by smoothing the way as they do their work.
Copyright ©2015 John Wiley & Sons, Inc.
Gilbreth Studies
• Devised “motion studies” by photographing
the individual movements; removed
unnecessary ones.
• Applying T & M studies to bricklaying
• Eliminated wasted motion and raised their
productivity from 1,000 bricks per day to
2,700 bricks per day.
Classical Management Approaches
Practical insights from scientific management
• Make results-based compensation a performance
incentive
• Carefully design jobs with efficient work methods
• Carefully select workers with the abilities to do
these jobs
• Train workers to perform jobs to the best of their
abilities
• Train supervisors to support workers so they can
perform jobs to the best of their abilities
Copyright ©2015 John Wiley & Sons, Inc.
Classical Management Approaches
Henri Fayol — Administrative Rules/Duties of Management
Foresight
to complete
a plan of
action for
the future
Organization
to provide
and
mobilize
resources to
implement
the plan
Command
Coordination
Control
to lead,
select, and
evaluate
workers to
get the best
work
toward the
plan
to fit
diverse
efforts
together
and ensure
information
is shared
and
problems
solved
to make
sure things
happen
according to
plan and to
take
necessary
corrective
action
Copyright ©2015 John Wiley & Sons, Inc.
Classical Management Approaches
Henri Fayol - Administrative Principles (POLC)
• Scalar chain
• there should be a clear and unbroken line of
communication from the top to the bottom of
the organization
• Unity of command
• each person should receive orders from only
one boss
• Unity of direction
• one person should be in charge of all
activities with the same performance
objective
Copyright ©2015 John Wiley & Sons, Inc.
Classical Management Approaches
Max Weber - Bureaucratic organization
Bureaucracy
• An ideal, intentionally rational, and very
efficient form of organization
• Based on principles of logic,
order, and legitimate
authority
Copyright ©2015 John Wiley & Sons, Inc.
Classical Management Approaches
•Characteristics of bureaucratic
organizations:
•Clear division of labor
•Clear hierarchy of authority
•Formal rules and procedures
•Impersonality
•Careers based on merit
Copyright ©2015 John Wiley & Sons, Inc.
Classical Management Approaches
Possible disadvantages of bureaucracy:
•Excessive paperwork or “red tape”
•Slowness in handling problems
•Rigidity in the face of shifting needs
•Resistance to change
•Employee apathy
Copyright ©2015 John Wiley & Sons, Inc.
Figure 2.2 Foundations in the behavioral or
human resource approaches to management
Hawthorne
studies
Elton Mayo
Theory of
human needs
Abraham
Maslow
Organizations
as communities
Mary Parker
Follett
Theory X and
Theory Y
Douglas
McGregor
Human resource
approaches
Assumption:
People are social
and selfactualizing
Copyright ©2015 John Wiley & Sons, Inc.
Personality and
organization
Chris Argyris
Figure 2.3 Maslow’s hierarchy of human needs
Copyright ©2015 John Wiley & Sons, Inc.
Behavioral Management Approaches
• Maslow’s theory of human needs
• Deficit principle
• A satisfied need is not a motivator of
behavior
• Progression principle
• A need becomes a motivator once
the preceding lower-level need is
satisfied
• Both principles cease to operate at
self-actualization level
Copyright ©2015 John Wiley & Sons, Inc.
Behavioral Management approaches
• McGregor’s Theory X assumes that workers:
• Dislike work
• Lack ambition
• Are irresponsible
• Resist change
• Prefer to be led
• McGregor’s Theory Y assumes that workers are:
• Willing to work
• Capable of self control
• Willing to accept responsibility
• Imaginative and creative
• Capable of self-direction
Copyright ©2015 John Wiley & Sons, Inc.
Behavioral Management Approaches
Implications of Theory X and Theory Y:
• Managers create self-fulfilling prophecies
• Theory X managers create situations
where workers become dependent and
reluctant
• Theory Y managers create situations
where workers respond with initiative and
high performance
• Central to notions of empowerment and
self-management
Copyright ©2015 John Wiley & Sons, Inc.
The Hawthorne Studies
What was the missing Variable?
Control Group
Experimental Group
22
Behavioral Management Approaches
Hawthorne studies – Best Associated with Elton Mayo
• Initial study examined how economic incentives
affected worker output
• No consistent relationship found
• Manipulated physical work conditions to assess
impact on output
• Hawthorne effect — people who are singled out for
special attention perform as expected
• Social and human concerns are keys to productivity
• People restricted output to adhere to group norms
Copyright ©2015 John Wiley & Sons, Inc.
Behavioral Management Approaches
Argyris’s theory of adult personality
• Classical management principles and practices inhibit
worker maturation and are inconsistent with the mature
adult personality
• Psychological success occurs when people define own
goals
• Management practices should accommodate the mature
personality by:
• Increasing task responsibility
• Increasing task variety
• Using participative decision making
Copyright ©2015 John Wiley & Sons, Inc.
Behavioral Management Approaches
Mary Parker Follett - Organizations as Communities
Groups and human cooperation:
• Groups allow individuals to combine their
talents for a greater good
• Organizations are cooperating “communities” of
managers and workers
• Manager’s job is to help people cooperate and
achieve an integration of interests
Copyright ©2015 John Wiley & Sons, Inc.
Behavioral Management Approaches
Organizations as communities
Forward-looking management insights:
Making every employee
an owner creates a sense
of collective responsibility
• precursor of employee ownership,
profit sharing, and gain-sharing
Business problems
involve a variety of interrelated factors
• precursor of systems thinking
Private profits relative to
public good
• precursor of managerial ethics
and social responsibility
Copyright ©2015 John Wiley & Sons, Inc.
Managers – Where We Are Now
1. Directly supports, activates and is responsible for the work of
others
2. The people who managers help are the ones whose tasks represent
the real work of the organization
3. Effective managers help others achieve high performance
and
satisfaction at work
Levels of management
• Board of directors make sure the organization is run right
• Top managers are responsible for performance of an organization as a
whole or for one of its major parts
• Middle managers oversee large departments or divisions
• Team leaders supervise non-managerial workers
Figure 1.3 Management levels in a typical business
and non-profit organizations
Managers
Types of Managers
• Line managers are responsible for work activities that
directly affect organization’s outputs
• Staff managers use technical expertise to advise and
support the efforts of line workers
• Functional managers are responsible for a single area of
activity
• General managers are responsible for more complex units
that include many functional areas
• Administrators work in public and nonprofit organizations
The Management Process
• Agenda setting - Develops action priorities for
accomplishing goals and plans
• Networking - Process of creating positive
relationships with people who can help advance
agendas
• Social capital - Capacity to get things done with help
• Learning - The change in a behavior that results from
experience
• Lifelong Learning - The process of continuously
learning from daily experiences and opportunities
The Management Process
oManagers achieve high performance for their
organizations by best utilizing its human and material
resources
oManagement is the process of planning, organizing,
leading, and controlling the use of resources to
accomplish performance goals
oAll managers are responsible for the four functions
oThe functions are carried on continually
Figure 1.5 Four Functions of Management
MINTZBERG’S 10 MANAGERIAL ROLES
Figure 1.6 Katz’s Essential Managerial Skills
Foundations for continuing
developments in management
Quantitative analysis and tools
Organizations as systems
Contingency thinking
Quality management
Evidence-based management
Copyright ©2015 John Wiley & Sons, Inc.
Next Class – Feb 8
•Complete Online Activities (OAs) 1 & 2 this
week by 11:30am before next class
•Complete your Online Quiz #1 (OQ) by
11:55pm, Friday, Feb 12
•Read CH 1, pgs 10-12 AND CH 3, pgs 51-63
•Post General Questions on Moodle or email
me – Have a great week!!