Kinicki 3e PPT Ch02 PDF

Two overarching perspectives about management Historical perspective – Classical, behavioural and quantitative Modern perspective – Systems, contingency and quality management Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A...

Two overarching perspectives about management Historical perspective – Classical, behavioural and quantitative Modern perspective – Systems, contingency and quality management Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-1  Question Which viewpoint emphasised the scientific study of work methods to improve the productivity of individual workers? A. Scientific management B. Administrative management C. Behavioural science D. TQM Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-2  Classical viewpoint: scientific management Pioneered by Frederick Taylor and the Gilbreths in the early 1900s Emphasised the scientific study of work methods to improve the productivity of individual workers Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-3  Scientific management: Taylor Fredrick Taylor proposed the following principles of scientific management: 1. Scientifically study each part of the task. 2. Carefully select workers with the right abilities. 3. Give workers the training and incentives to do the task properly. Frederick W. Taylor 4. Use scientific principles to plan the work methods. Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-4  Scientific management: the Gilbreths Lillian and Frank Gilbreth: – applied some ideas for improving efficiency in the raising their 12 children – identified 17 basic motions and applied them to work processes (e.g. bricklaying) to determine Lillian and Frank whether the tasks could be done Gilbreth. These industrial engineers pioneered time more efficiently and motion studies. If you’re an athlete, you can – demonstrated they could eliminate appreciate how small changes can make you unnecessary motions while efficient. reducing fatigue for some workers. Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-5  Administrative management: Fayol Administrative management is concerned with managing the total organisation Henri Fayol (1841–1925) – French engineer and industrialist – First to identify the major functions of management  Planning  Organising  Leading  Controlling  Coordinating Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-6  Administrative management: Weber Max Weber (1864–1920) – German sociologist and philosopher – Concerned with managing the total organisation – Believed that a bureaucracy was a rational, efficient, ideal organisation based on the principles of logic: 1. A well-defined hierarchy of authority 2. Formal rules and procedures 3. A clear division of labour 4. Impersonality 5. Careers based on merit Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-7  The strengths and weaknesses of the classical viewpoint Why the classical viewpoint is important – Rational, scientific methods led to productivity boost and innovations such as management by objectives and goal setting The problem with the classical view – Mechanistic – Tends to view humans as cogs in a machine; does not take into account the importance of human needs Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-8  Question Which viewpoint emphasised the importance of understanding human behaviour and of motivating employees toward achievement? A. Scientific management B. Administrative management C. Behavioural D. TQM Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-9  Early behaviourism: Mayo Elton Mayo (1880–1949) – In the late 1920s, Mayo led a Harvard research group to conduct worker productivity studies at Western Electric’s Hawthorne (Chicago) plant. Hawthorne effect – Employees worked harder if they received added attention and thought that managers cared about their welfare and that supervisors paid special attention to them. Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-10  Maslow’s hierarchy of needs Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-11  Douglas McGregor: Theory X versus Theory Y Theory X – Represents a pessimistic, negative view of workers – Workers are irresponsible, resistant to change, lack ambition, hate work and want to be led Theory Y – Represents an optimistic, positive view of workers – Workers are considered capable of accepting responsibility, self-direction, self-control and being creative Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-12  Why Theory X / Theory Y is important Theory X / Theory Y is important because: – it helps managers understand how their beliefs affect their behaviour. – managers can be more effective by considering how their behaviour is shaped by their expectations about human nature. Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-13  Operations management: being more effective Operations management – Focuses on managing the production and delivery of an organisation’s products or services more effectively – Consists of work scheduling and delegation, job training, production planning, facilities and services location and design, and optimal inventory levels – Governs decisions related to increasing productivity, efficiency and quality – Manages and optimises the supply chain – Reduces the environmental impact of operations and the goods and services produced – Manages automation of work processes Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-14  The modern perspective: three viewpoints Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-15  Contingency viewpoint (1 of 2) Contingency viewpoint – Emphasises that a manager’s approach should be contingent on the individual and the environmental situation – Practical because it addresses problems on a case-by-case basis Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-16  Contingency viewpoint (2 of 2) Three main contingencies – Environment uncertainty and dependence – Technology contingencies designed to handle routine versus non-routine problems – Size contingencies Gary Hamel: management ideas are not fixed – Contingencies an innate quality of the very process of management with ongoing and systematic innovation – Practical because it addresses problems on a case-by- case basis Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-17  Quality control and quality assurance Quality – Total ability of a product or service to meet customer needs Quality control – The strategy for minimising errors by managing each stage of production Quality assurance – Focuses on the performance of workers, urging employees to strive for ‘zero defects’ Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-18  Quality-management viewpoint Total quality management (TQM) – Development of interest in quality control and assurance into methods of continuous quality improvement, training and customer satisfaction – Two philosophies:  just-in-case  just-in-time Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-19  Total quality management (TQM) 1. Make continuous improvement a priority 2. Get every employee involved 3. Listen to and learn from customers and employees 4. Use accurate standards to identify and eliminate problems Copyright © 2021 McGraw Hill Education (Australia) Pty Ltd Kinicki, Management: A Practical Introduction, 3e 2-20