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Management
A Practical Introduction
Third Edition
Angelo Kinicki &
Brian K. Williams
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
Chapter 2: Management Theory
Essential Background For Managers
How We Got To Where We Are Today
Classical Viewpoint
Behavioral Viewpoint
Quantitative Viewpoint
Systems Viewpoint
Contingency Viewpoint
The Learning Organization
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.1 Evolving Viewpoints: How We Got To
Today’s Management Outlook
WHY STUDY MANAGEMENT THEORIES?
Understanding theoretical perspectives of
management:
helps us understand the present
provides a guide to action
provides a source of new ideas
gives clues to the meaning of managers’ ideas
gives clues to the meaning of outside events
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.1 Evolving Viewpoints: How We Got To
Today’s Management Outlook
Two perspectives of management are:
the historical which includes three views—
classical, behavioral, and quantitative
the contemporary which includes three views—
systems, contingency, and quality-management
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.2 Classical Viewpoint: Scientific &
Administrative Management
Figure 2.1: The Historical Perspective
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.2 Classical Viewpoint: Scientific &
Administrative Management
WHAT IS THE CLASSICAL VIEWPOINT?
The classical view of management emphasizes
finding ways to manage work more efficiently using
two approaches:
scientific - emphasizes the scientific study of work
methods to improve productivity
administrative - concerned with managing the total
organization
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.2 Classical Viewpoint: Scientific &
Administrative Management
Frank and Lillian Gilbreth, and Frederick W. Taylor
pioneered scientific management (emphasized the
study or work methods to improve the productivity of
individual workers)
Administrative management was pioneered by
Henri Fayol and Max Weber, and is concerned with
managing the total organization
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.2 Classical Viewpoint: Scientific &
Administrative Management
THE PROBLEM WITH THE CLASSICAL
VIEWPOINT: TOO MECHANISTIC
The classical theory essentially argued that by
applying the scientific method, time and motion
studies, and job specialization, productivity could be
raised
However, this view may be too mechanistic
because it fails to consider human needs
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.3 Behavioral Viewpoint: Behaviorism,
Human Relations, & Behavioral Science
WHAT IS THE BEHAVIORAL VIEWPOINT?
The behavioral viewpoint of management
emphasized the importance of understanding human
behavior and of motivating employees toward
achievement
This perspective was developed over three
phases: early behaviorism, the human relations
movement, and behavioral science
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.3 Behavioral Viewpoint: Behaviorism,
Human Relations, & Behavioral Science
Behavioral theory was pioneered by Hugo Munsterberg who
promoted the idea of studying human behavior in the
workplace, Mary Parker Follett who focused on managers and
employees working cooperatively, and Elton Mayo who
argued that employees worked harder if they think managers
care about them
Abraham Maslow and Douglas McGregor pioneered the
human relations movement which proposed that better human
relations could increase worker productivity
The human relations movement was replaced by the
behavioral science approach which relies on scientific
research for developing theories about human behavior that
can be used to provide practical tools for managers
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.4 Quantitative Viewpoints: Management
Science & Operations Research
WHAT IS THE QUANTITATIVE VIEWPOINT?
Quantitative management focuses on the application to
management of quantitative techniques such as statistics and
computer simulations
Two branches of quantitative management are management
science which focuses on using mathematics to aid in problem
solving and decision making, and operations management
which focuses on managing the production and delivery of an
organization’s products or services more effectively
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.5 Systems Viewpoint
WHAT IS THE SYSTEMS VIEWPOINT?
There are three contemporary management perspectives:
systems, contingency, and quality-management
A system is a set of interrelated parts that operate together
to achieve a common purpose
The systems viewpoint sees the organization as a system of
interrelated parts
Thus, an organization is both a collection of subsystems
(parts making up the whole system) and a part of the larger
environment
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.5 Systems Viewpoint
Figure 2.2: The Contemporary Perspective
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.6 Contingency Viewpoint
WHAT IS THE CONTINGENCY VIEWPOINT?
According to the contingency viewpoint of
management, a manager’s approach should vary
according to the individual situation and the
environmental situation
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.7 Quality-Management Viewpoint
WHAT IS THE QUALITY-MANAGEMENT VIEWPOINT?
The quality-management viewpoint of the contemporary
perspective includes quality control, quality assurance, and
total quality management
Quality is the total ability of a product or service to meet
customer needs, and is one of the best ways to add value to a
product and differentiate it from others
Quality control is the strategy for minimizing errors by
managing each stage of production
Quality assurance focuses on the performance of workers,
and emphasizes a goal of zero defects
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.8 The Learning Organization In
An Era Of Accelerated Change
WHAT IS A LEARNING ORGANIZATION?
A learning organization is an organization that:
creates and acquires knowledge
transfers knowledge within itself
modifies its behavior to reflect the new knowledge
Organizations need to be learning organizations in order to
deal with the many challenges of today’s fast paced world
In addition, organizations need to build a commitment to
learning, generate ideas with impact, and generalize ideas
with impact
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.8 The Learning Organization In
An Era Of Accelerated Change
Some of the challenges include:
the rise of virtual organizations - organizations whose
members are geographically apart, usually working with email, collaborative computing, and other computer
connections
the rise of boundaryless organizations - fluid, highly
adaptive organizations whose members, linked by information
technology, come together to collaborate on common tasks,
where collaborators may include competitors, suppliers, and
customers
the imperative for speed and innovation
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.8 The Learning Organization In
An Era Of Accelerated Change
the increasing importance of knowledge workers - someone
whose occupation is principally concerned with generating or
interpreting information
an appreciation for human capital - the economic or
productive potential of employee knowledge, experience, and
actions
an appreciation for the importance of social capital - the
economic or productive potential of strong, trusting, and
cooperative relationships
a new emphasis on evidence-based management management based on the belief that firms need to face the
facts about what actually works and what is total nonsense
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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