Topic 2 PDF - Management Theories

Quantitative approach system Contingency every Person in this list tries to find a was to increase Productivity. 1 Taylor (1856-Tain) (industrial revolutions wealthy Family Massachusetts > - lost his Sight studying law engi...

Quantitative approach system Contingency every Person in this list tries to find a was to increase Productivity. 1 Taylor (1856-Tain) (industrial revolutions wealthy Family Massachusetts > - lost his Sight studying law engineer - > - Workers do there job in different ways. > - scientifically designing jobs to determine the best was of a worker  Taylor Scientific Management Principles. Develope a science for each element of 1 an individual's work to replace the old rule of thumb method. scientifically select 2 and then train , each and develop the worker 3. Heartily Cooperate with the workers to ensure that all wort is done to accordance with the Principles of the Science that has been develope. 4 Divide work and responsability almost equally between management and work eis. Management does all the work which is better suited than the workers * obssesed withStep wath  Franck. 2 Gilbreth's (1868-1924) (1879-1972) - Motion time reduction · Lilian - hand and body motions eliminate increase productivity and reduce Fatigue Invented device that microcronometer : recorded a worker's motion and the amount of time Spent example a Surgeon that has all the equipment reducing motion time ↑ efficiency in the surgers. Gantt (Henry Gantt) (1861-Tatal 3 Gantt Chart : Scheduling chart that shows Planned and actual output over a period of time. Chart with time on horizontal axis and Scheduled on the vertical adis french 4. Henri Fabol : (1941-1925) five functions managers do 1. Planning * he dereaped 2. organizing fourteen principles of. Commanding 3 Management 4 5. Coordinating. Controlling * Management is vors different from accounting , finance , productivity distribution ,  -Centralized - Desontralized o Tty D t  Max weber : (1864-1920 I German : The right was of organization is bureaucracy Bureaucracy I deal type" of organization. characterized by division , of labour , a clearly defined hierarchy formal rules , and regulations and impersonal relationships. 2 2. Behavioral approach emphasizes individual attitudes and behaviors andsroup processes at the work Place - German Hugo Minstbers (1863-1920 * Pioneer of industrial Phycology (first industrial Phycology * Hard life Chad toas his studies) Save class - at harvard * studied how to improve efficiency in Organizations Considering emotional Motivational elements of workers M Pfollet. (1868-1933/ * Hard life (father died take care , of disabled mother and studied- Studied * in the U S. , first lads to be a speaker in the London school of economics. Focuses * on the human side of the orga- nization and emphasized the need for worker participation and shared Goals * Workers have knowledge about their Jobs y * Managers should allow them to participate e in the work development process. Chester N. Barrera1906-1961) - passed school by turning the Pianos viewed organizations as systems of Cooperation of human activity. He raised awareness of the informal organization * Companies have small lifes. * He developed the acceptance theory of authority , implying that Managers should treat there employees Properly because their , acceptance of authority Mish be critical to organization success.  # ton Mayo (1880-194a) (first half ofthe * from australia 20 century * helped Soldiers after z world war electric Hawthorne studies at elton mayo > - studies conducted at the Western company > - They examine the effects of various factors Such as changes , in lighting levels , working hours , and wase plans on worker productivity. using Control and experiment groups. Unexpected Findings : productivity of both ·roups increase no matter bador sod lighting * if someone is looking at you productivity increase. first experiment light experiment.  2 experiment done with two women , increased there they brakes and this increased there Productiv Vity * conclusion : A good manager is sing to increase productivity. * Social form group standars are the and key determinants of of individual work · behavior.  Douglas McGregor : 1906-1984) Developed the famous theory X and %. Theory X: A set of negative assumptions abot the workers , workers lazy , dislikes work , has - are little ambition and a voids responsability A Manager task is to supervise workers closely => and control their behavior Theors y : A Set of positive assumptions of team Workers Workers like their work and do - what issood for their organization Manager task is to create a work setting that encourages commitment to organizational goals and provide Opportunities for workers to execersice initiative and self direction. 2 3 ↑. Productivity Quantitative Make right decitions C1940-1950s/ Quantitative approach evolved from mather- matical and statistical solutions developed from Military Problems during World war 2 Quantitative approach : The use of quantita - five techniques to improve decision making eX resource allocation , optimum in ventors levels. Contemporary approach 2. 4 Systems approach (1960 - Present) views an organization as an open system system : interrelated and interdependent Set of Parts arranged in a Manner that Produces a unified whole open systems interact with their enviroment Closed systems do not. organizations are systems compromised of many components , I individuals , groups structures, Goals , I that need to be cordinated The systems approach implies that decision and actions in one organizational area will of ect other ciegs. The systems approach recognizes that organizations are not self contained. - Thes rely on and are affected by factors in their external environment. By viewing an organization as an open System Managers Can' - understand the importance of the environs ent and the interdependence among different components in the organization  Contisency approach organizations aredifferent they Face different Situations (contigencies) and require different ways Of Managing As organizations differ it => is difficult to find universally applicable Management rules that would work in all situations. Appropriate Manager behavior depends on Contisency variables. Popular Contigence variables : organization size , environmental Uncertainty , and individual differences , amons others· Contisency" future event or circumstance which is possible but can not be Predicted with Certanity.