Download Chapter 2 - Business and Computer Science

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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2.1 Evolving Viewpoints: How We Got To
Today’s Management Outlook
IS MANAGEMENT AN ART OR A SCIENCE?
Management is both an art and a science
Evidence based management involves:
observing events and gathering facts
posing solutions or explanations based on those
facts
making predictions of future events
testing predictions under systematic conditions
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Which of the following is a contemporary perspective
of management?
A) behavioral
B) classical
C) contingency
D) quantitative
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Which of the following is a contemporary perspective
of management?
A) behavioral
B) classical
C) contingency
D) quantitative
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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Scientific Management
Frederick Taylor
Time-Motion
Gantt Charts
Gilbreths
Principle of
Motion Economy
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)
Frank & Lillian Gilbreth focused on improving
efficiency, and popularized their ideas in the book
(and later, the movie), ‘Cheaper by the Dozen’
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.2 Classical Viewpoint: Scientific &
Administrative Management
Frederick Taylor believed that managers could
eliminate underachievement, which he called
soldiering, by
1. evaluating a task scientifically
2. matching worker ability with the task
3. providing training and incentives
4. using scientific principles to plan work methods
and make it easier for workers to do their jobs
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Administrative Management
HENRI FAYOL
MAX WEBER
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.2 Classical Viewpoint: Scientific &
Administrative Management
Administrative management was pioneered by
Henri Fayol and Max Weber, and is concerned with
managing the total organization
Fayol identified the major functions of
management: planning, organizing, leading,
controlling, and coordinating
Weber believed that an organization should have:
a well-defined hierarchy of authority, formal rules and
procedures, a clear division of labor, impersonality,
and careers based on merit
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Fayol’s Principles
of Organization
Unity of
Command
Hierarchy of
Authority
Division of Labor
Subordination of
Individual Interest
Authority
Degree of
Centralization
Communication
Channels
Order
Equity
Esprit de Corps
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Weber’s
Organizational Principles
Job Descriptions
Written Rules, decision
guidelines, and policies
Consistent Procedures,
Regulations, Policies
Staffing/Promotions based
on Qualifications
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
Behavioral theory was pioneered by Hugo
Munsterberg, Mary Parker Follett, and Elton Mayo
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.3 Behavioral Viewpoint: Behaviorism,
Human Relations, & Behavioral Science
Munsterberg believed that psychologists could
contribute to industry by:
1. studying jobs and identifying people suited to them
2. identifying the psychological conditions under
which employees do their best work
3. devising management strategies to encourage
employees to follow management’s interests
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.3 Behavioral Viewpoint: Behaviorism,
Human Relations, & Behavioral Science
Follett believed that:
1. organizations should operate as communities with
managers and employees working cooperatively
2. organizations should resolve conflicts through
integration where managers and workers talked over
differences
3. managers should be facilitators, and workers
should control the work process
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.3 Behavioral Viewpoint: Behaviorism,
Human Relations, & Behavioral Science
Mayo developed a theory known as the
Hawthorne Effect which suggested that
employees worked harder if they felt that
managers cared about their welfare and paid
attention to them
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.3 Behavioral Viewpoint: Behaviorism,
Human Relations, & Behavioral Science
Abraham Maslow and Douglas McGregor pioneered the
human relations movement which proposed that better
human relations could increase worker productivity
Maslow argued that people are motivated by a hierarchy of
human needs: physiological, safety, social, esteem, and selfactualization
McGregor theorized that a manager’s attitudes toward
employees could either be Theory X (pessimistic, negative), or
Theory Y (optimistic, positive)
Understanding the theory can help managers avoid
attitudes that become self-fulfilling prophecies
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Understanding human resource behavior and motivating
employees toward achievement is part of the
A) classical viewpoint
B) administrative viewpoint
C) management science viewpoint
D) behavioral viewpoint
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
23
Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Understanding human resource behavior and motivating
employees toward achievement is part of the
A) classical viewpoint
B) administrative viewpoint
C) management science viewpoint
D) behavioral viewpoint
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
24
Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Who argued that people are motivated by a hierarchy
of human needs?
A) Fayol
B) Maslow
C) Gilbreth
D) Mayo
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Who argued that people are motivated by a hierarchy
of human needs?
A) Fayol
B) Maslow
C) Gilbreth
D) Mayo
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
26
2.3 Behavioral Viewpoint: Behaviorism,
Human Relations, & Behavioral Science
The human relations movement was considered
too simplistic for practical use
It 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 and operations management
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Operations management is an example of
A) The classical view
B) Management science
C) The quantitative view
D) The human relations movement
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
29
Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
Operations management is an example of
A) The classical view
B) Management science
C) The quantitative view
D) The human relations movement
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.4 Quantitative Viewpoints: Management
Science & Operations Research
MANAGEMENT SCIENCE AND OPERATIONS
RESEARCH
Management science focuses on using
mathematics to aid in problem solving and decision
making
Operations management 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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Contemporary Perspective
WHAT IS THE CONTEMPORARY PRESPECTIVE?
There are three contemporary management
perspectives: systems, contingency, and qualitymanagement
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Contemporary Perspective
Figure 2.2: The Contemporary Perspective
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.5 Systems Viewpoint
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
There are four parts in a system:
inputs (the people, money, information,
equipment, and materials required to produce an
organization’s goods or services)
outputs (the products, services, profits, losses,
employee satisfaction or discontent that are
produced by the organization
transformation processes (the organization’s
capabilities in management and technology that are
applied to converting inputs into outputs)
feedback (information about the reaction of the
environment to the outputs that affect the inputs)
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
All of the following are part of a system except
A) inputs
B) feedback
C) outputs
D) contingency processes
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
All of the following are part of a system except
A) inputs
B) feedback
C) outputs
D) contingency processes
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.5 Systems Viewpoint
An open system continually interacts with its
environment
A closed system has little interaction with its
environment
Organizations that ignore feedback from the
environment are vulnerable to failure
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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Chapter 2: Management Theory
CLASSROOM PERFORMANCE SYSTEM
The classical management viewpoint sees the
organization as
A) a contingency system
B) a transformation system
C) an open system
D) a closed system
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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B2-14
Quality Control Standards
Six Sigma () Quality
 3.6M defects per million events
Statistical Quality Control (SQC)

Continually monitor all phases of production process for quality
Statistical Process Control (SPC)
 Sample components at each stage and plotting results on a
graph; eliminates need for QC inspection at the end - Deming
Cycle (PDCA).
Quality Function Deployment (QFD)
 Linking needs of end users to design, development, engineering,
manufacturing, and service functions
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
42
2.7 Quality-Management Viewpoint
W. Edwards Deming and Joseph M. Juran led the
push to total quality management
Deming was instrumental in helping Japan develop
its focus on quality in manufacturing
Deming believed that managers often mistakenly
blamed people for mistakes that were actually
system failures
Juran was also a pioneer in bringing the notion of
quality to Japan
Juran believed that a product or service should
satisfy a customer’s real needs
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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2.7 Quality-Management Viewpoint

Total quality management (TQM) is a comprehensive
approach dedicated to continuous quality improvement,
training, and customer satisfaction
There are four components of TQM:
1. make continuous improvement a priority
2. get every employee involved
3. listen to and learn from employees and customers
4. use accurate standards to identify and eliminate problems
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
44
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
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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2.8 The Learning Organization In
An Era Of Accelerated Change
To build a learning organization, managers must:
build a commitment to learning
generate ideas with impact
generalize ideas with impact
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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B2-16
How to Build a Learning Organization:
Three Roles Managers Play
You can build a commitment to learning.
Instill an intellectual and emotional commitment to
learning
You can work to generate ideas with impact.
Ideas that add value for customers , employees, and
shareholders
You can work to generalize ideas with impact.
Reduce barriers to learning among employees and
within your organization. Create climate that reduces
conflict, increases communication, promotes teamwork,
rewards risk-taking, reduces fear of failure, and increase
communication.
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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