Management week4.pdf

FAG1007 FUNDAMENTAL OF MANAGEMENT Attendance:  Topic 3 MANAGEMENT AND ITS EVOLUTION Learning Outcomes After studying this chapter, you should be able to: Describe the classical management perspectives. Describe the behavioral management perspectives. Explain total quality of...

FAG1007 FUNDAMENTAL OF MANAGEMENT Attendance:  Topic 3 MANAGEMENT AND ITS EVOLUTION Learning Outcomes After studying this chapter, you should be able to: Describe the classical management perspectives. Describe the behavioral management perspectives. Explain total quality of management. Describe the challenges of management Classical Management Perspectives Classical perspectives of management theories consist of the following: 1. Scientific management 2. Administrative management 3. Bureaucratic management. 官僚主义的 Bureaucratic Management The theory emphasized organizational rules, management hierarchies & detailed rules and procedures. Bureaucratic management views led by Max Weber (1864 – 1920) focused on 根除 ways to eradicate managerial inconsistencies resulting from abuse of power which contributed to ineffectiveness. Benefits of incorporating bureaucracy are efficiency & consistency Limitations of Bureaucratic Management :  Rigidity of bureaucratic management no longer suited organizations that were constantly facing new challenges.  Hindered creativity with too many routine tasks plus too much paperwork. Behavioral Management Perspectives The main focus of this theory was on the importance of human behaviour in shaping management styles. These behavioural theorists believed that employees do not respond rationally to rules, chains of authority and economic incentives alone, but must be guided by social needs, drives and attitudes. Theory X and Theory Y Developed by Douglas McGregor (1906-64). The focus of the theory is on the nature of human beings. Theory X employee dont really want to work, lack admission and need CONSTANT supervision  An authoritarian style of leadership where management regards most people to dislike work and responsibility, and prefer to be directed and told what to do.  They are motivated not by the desire to do a good job but simply by financial gains obtained, thus they must be closely supervised, monitored & controlled into reaching organizational goals. Theory Y dont really need supervision  Participative style of management that assumes that people are willing to exercise self-control and self-direction in the achievement of organizational goals.  They are committed to the objectives.  Difficult to implement at the lower management level.  dislike work VS tend to work Theory X Theory Y 内在的 People have an inherent dislike for work and will avoid it Work is as natural as play and rest. whenever possible. People must be coerced, controlled, directed or People will exercise self-direction if they are committed to the threatened with punishment in order to get them to objectives (they are not lazy) achieve the organizational goals. People prefer to be directed, do not want responsibility, People learn to accept and seek and have little or no ambition. responsibility. People seek security above all else. Creativity, ingenuity and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem. People have potential. Abraham Maslow’s Hierarchy of Human Needs Maslow claimed that human behavior is purposeful and is motivated by the desire to satisfy needs and that lower-level needs must be met before a person can focus on the next level of needs. higher lower  Quantitative Management The quantitative approach to management involved the use of quantitative techniques which were developed during the earlier researches-statistics, information models and computer simulations-to improve decision-making. This approach comprised several department:  Management science  Operations management  Management information systems. Management Science to solve the managerial problems This perspective encouraged managers to use mathematical tools, statistics and other quantitative techniques to make management decisions. This theory required the managers to use computer models to figure out the best way of doing things, saving them both money and time. This perspective has three distinguishing characteristics, as follows: Deals with well-defined problems - For example, to decide whether to produce at each company. Deals with problems that have well-defined alternative courses of actions. Develops a theory or model to describe how the relevant factors of a problem are related -The solutions are then formulated into a mathematical model underlying the relationships between the relevant factors. Apart from that, they also used several science applications. Mathematical forecasting: helped to make projections that were useful in the planning process. beneficial under management science Inventory modelling: helped to control inventories by mathematically establishing the way and time to order a product. The queueing theory: helped to allocate service personnel or workstations to minimize customer waiting and service costs. Operation Management land labour capital A narrow branch of the of transformation processes that converted resources (labour and raw quantitative approach materials) into goods and/or services which were sold to customers. Today, operations management pays close attention to demands of quality, customer service and competition. The processes begin with paying attention to the needs of customers,  What customers want  Where those needs (customers' wants) apply  When those needs (customers' wants) apply From the answers to these questions, managers will be able to line up resources and take necessary actions to meet customer expectations using statistical tools. Management Information System (MIS) Management information system organizes past, present and projected data from both internal and external sources, and then processes the data into usable information before making it available to managers at all organizational levels. This system is also capable of organizing data into usable and accessible formats. -study among people, tech, organization -Relationship in organization  Systems Approach The systems perspective focuses on solving problems, based on an understanding of the basic structure of systems, namely environmental interactions. The two types of environmental interactions are:  Open system (organizations must interact with the external environment to survive).  Closed system (organizations do not interact with the environment). An organization as a system is composed of four elements:  Inputs (raw material, money, technologies and human resources)  Transformation processes (technological and managerial processes)  Outputs (products and/or services)  Feedback (reactions from the environment).  For an organization, inputs undergo a transformation process when they are planned, organized, motivated and controlled to meet organizational goals at the end of the day. Outputs are the products and/or services designed to enhance the quality of life or productivity of customers. Feedback includes comments from customers who use the products. This overall systems framework applies to any department or programme in an organization. This theory encourages managers to look at organizations from a broader perspective.  Total Quality Management The quality management approach is a comprehensive concept of leading and operating an organization. It is aimed at constantly improving performance by focusing on customers, while addressing the needs of all stakeholders. In other words, this concept- -total quality management (TQM)-focuses on managing an organization as a whole to deliver high quality products and services to customers. It requires a shift from an inspection-orientated approach to employee involvement to prevent problems in quality. Components of TQM include:  Employee involvement: Training, involving and empowering workers  Customer focus: Finding out what customers want  Benchmarking: Comparing products and/or services with that of competitors  Continuous improvement  Employees working in teams: These groups are primary vehicles for planning and problem-solving  Development of openness and trust: Confidence among organizational members at all levels is pivotal for success.  随机应变 Contingency Approach An approach which believes that there is no one best way to manage because situations will determine the appropriate management actions and approaches to take It is also called as situational perspectives. Their aim is to find an approach that best fits the situation. Contingency thinking avoids the classical ‘one best way’ arguments and recognizes the need to understand situational differences. no single textbook or roles to in sider then to make best way in management Challenges Of Management To Adapt Evolution how the situational affect to these 1. Globalization 2. Evolving technologies & products 3. Dynamic and unpredictable movements 4. Changing human relations 5. Major shifts in ways of problem solving 6. Learning how to be flexible & managing situations 7. Workplace diversity 8. International competition Attendance: THANK YOU