Management and Evolution of Management Theories PDF

Management and Evolution of Management Theories 14 September 2024 12:56   Management is the process in which managers engage to achieve organisational goals through the deployment of human, financial, knowledge and physical assets.   - Planning - Organising - Staffing - Motivating...

Management and Evolution of Management Theories 14 September 2024 12:56   Management is the process in which managers engage to achieve organisational goals through the deployment of human, financial, knowledge and physical assets.   - Planning - Organising - Staffing - Motivating - Leading - Controlling   **At what levels do Managers operate:**   Top Management:   Responsible for overall mission and direction of the organisation. Middle Management:   Translate general plans and objectives developed by top managers. Front Line Management:   Directing, supervising and managing employees.   **What [skills] do managers require:**   [Technical]: ability to perform a specialized task involving a method or process.   [Interpersonal]: human skills - ability to deal with people.   [Conceptual]: recognising complex an dynamic issues, examining factors that influence these problems and finding solutions.   **The Roles Managers Perform?**   Mintzbergs 10 common managerial roles relating to three core domains:   **Interpersonal Roles**     - Figurehead - represent organisation at external events   - Leader - direct and co-ordinate people   - Liaison - dealing with external people   **Informational Roles:**     - Monitor - received screen information   - Disseminator - share knowledge   - Spokesperson - provide others with information of an organisation **Decisional Roles:**     - Entrepreneur -- designing & implementing new project, business   - Disturbance handler -- dealing with problems beyond immediate control   - Resource allocator -- choosing between competing demands   - Negotiator -- discussion and reaching agreement   **The Classical Approaches:**   There are 4 main classical theories:   - Scientific Management - Bureaucracy - Administrative - Human Relations   **[Classical scientific management]** **[Classical Bureaucracy]**     Max Weber: Ideal Organisation Structure Form:   7 design principles:   1. Division of Labor in task allocation 2. Hierarchy in reporting relationships 3. Selection for technical merit 4. Career orientation for managers as professionals 5. Formalisation of rules and procedures 6. Impersonality of uniformity in the treatment of employees Frederick Taylor: Principles of Scientific Management   4 Core Principals:   1. The development of a true science of work 2. Scientific selection and development of human capital 3. Co-operation between managers and workers 4. Division of work   **[Administrative Management]**   Administrative management offered Universal Principles of Management --associated with H Fayol (1841-1925)   Focused on senior managers and the policy issues faced by them   Fayol concluded that all business activities should be divided into six essential areas **[Human relations:]**   Elton Mayo and Hawthorne Experiments identified the social and physiological factors including performance.   Illumination experiments (1924-1927) - Designed to test the impact of light on productivity as part of a naturally occurring experiment.       The Relay Assembly Room Experiments between 1927 and 1932 designed to study the effects of rest breaks.     Experiments, in combination, demonstrated:   - Social factors were more important than physical factors   - Uncovered the existence of the informal organization co-existing alongside the formal organization   - studies led to the discovery of the Hawthorne Effect in experimental design \* *       1. Commercial 2. Finance 3. Accounting 4. Technical 5. Security 6. Managerial   Contemporary approaches:     - Quantitative Management - Organisational Behaviour - Contingency Theory         **Quantitative Management:**   - The quantitative approach to management involves the use of quantitative techniques, such as statistics, information models, and computer simulations, to improve decision making   - Quantitative management movement grew out of the recruitment of former military planners culminating in the growth of quantitative expert teams whose focus was on tackling large scale complex organizational issues arising from the post WWII reconstruction.   **Organizational Behaviour Movement**   - Douglas McGregor   - Investigated the complex nature of individual, group and organizational processes through a behavioural lens   - The work was centred on aspects of work and organizational design which would positively influence individual autonomy, job challenge, participation and productivity.   **Contingency Theory**   - Management practice is context dependent   - Contingencies are omnipresent   - Engendered a debate on Universalism versus Contextualism   - Contingency ideas centre around technology and environmental Dynamism   - Rate of change and complexity of the environment   - Digitalization, task complexity and displacement   - Values, skills and attitudes   - Close to the lived experience of the practicing manage - easier to remember something when you\'re in the same environment or situation in which you first learned it.   **[The Burns and Stalker Framework]**   Contingency: Rate of technological change   - Slow rate of Change - Mechanist Structure   - Fast Rate of Change - Organic Structure   **[Rationale for the Growth in international management]**   - Notion of business operating at an international level is self -evidently not a new phenomenon\   - Approximately half of the world's industrial output now owned by multinational companies (MNCs), entities which represent the quintessence of Globalisation   - The field of International Management has become substantially more important in every way because:   - Globalization significantly impacts MNCs through added competition, much based on innovation and knowledge which is all dependent on the quality of the people   - Globalization requires organizations to constantly adjust, the success of which is all dependent on the people.