Cons Man.docx

Introduction

There are various teams in an organization which operates in different ways. One of which is the management team which is said to be the source of power of an organization. Organization and management need and support the other and should exist side by side. If there is no management to steer, organizations will be inert and useless. And on the other hand, if there is no organization to manage, management will be hollow and meaningless. In the world of administration, human actions and objectives are carried out and accomplished through essential elements which are organization and management. Organizations consist of people who share common objectives or purpose. The behavior of the organization is directed towards the attainment of these objectives. The members who compromise the organization work jointly in groups and cooperate in interdependent relationships. Furthermore, organizations use knowledge and techniques to accomplish their goals. Management, on the other hand, involves the coordination of human and material resources towards the attainment of organization’s goals. In any organization, absolute harmony is hard to attain and, perhaps, unrealistically achievable. What is more realistically bound to happen is for some conflict to arise. Thus, it is the task of management to integrate the varied elements, be these cooperative or conflictive, into a complete organizational undertaking.

Outline of the Presentation

Objectives of the Study 

To determine and differentiate various management concepts, techniques, and principles.

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To learn how to implement orders effectively.

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To identify the differences between knowledge and manual workers.

Body of the Report

Analysis

Synthesis

Variations of scientific management after Taylorism

Taylorism was one of the first attempts to systematically treat management and process improvement as a scientific problem. Later methods took a broader approach, measuring not only productivity but quality. With the advancement of statistical methods, quality assurance and quality control began in the 1920s and 1930s. During the 1940s and 1950s, the body of knowledge for doing scientific management evolved into operations management, operations research, and management cybernetics. In the 1980s total quality management became widely popular, growing from quality control techniques. In the 1990s "re-engineering" went from a simple word to a mystique. Today's Six Sigma and lean manufacturing could be seen as new kinds of scientific management, although their evolutionary distance from the original is so great that the comparison might be misleading. In particular, Shigeo Shingo, one of the originators of the Toyota Production System, believed that this system and Japanese management culture in general should be seen as a kind of scientific management. These newer methods are all based on systematic analysis rather than relying on tradition and rule of thumb.

Other thinkers, even in Taylor's own time, also proposed considering the individual worker's needs, not just the needs of the process. Critics said that in Taylorism, "the worker was taken for granted as a cog in the machinery." James Hartness published The Human Factor in Works Management in 1912, while Frank Gilbreth and Lillian Moller Gilbreth offered their own alternatives to Taylorism. The human relations school of management (founded by the work of Elton Mayo) evolved in the 1930s as a counterpoint or complement of scientific management. Taylorism focused on the organization of the work process, and human relations helped workers adapt to the new procedures. Modern definitions of "quality control" like ISO-9000 include not only clearly documented and optimized manufacturing tasks, but also consideration of human factors like expertise, motivation, and organizational culture. The Toyota Production System, from which lean manufacturing in general is derived, includes "respect for people" and teamwork as core principles.

Today's militaries employ all of the major goals and tactics of scientific management, if not under that name. Of the key points, all but wage incentives for increased output are used by

modern military organizations. Wage incentives rather appear in the form of skill bonuses for enlistments.

Elton Mayo and the Hawthorne Experiments

The Hawthorne experiments were a series of studies that took place in a Western Electric plant near Chicago during the late 1920s and early 1930s—the heyday of scientific management. The original experiment was designed to isolate factors in the workplace that affected productivity. The researchers alternatively offered and then took away benefits such as better lighting, breaks, shortened work schedules, meals, and savings and stock plans. But regardless of whether the change was positive or negative, the productivity of the test subjects increased. For example, when lighting was increased, productivity increased—as expected. What was not expected was that as lighting was diminished, productivity still increased. It was not until the lighting levels were near candlelight luminosity and the women could not see their work that productivity decreased. At this point, an Australian-born sociologist named Elton Mayo became involved.

Mayo visited the Hawthorne facility and advised the researchers to adjust how they interacted with the workers (subjects). A new trial was started with a smaller group of subjects. Again, benefits were both added and subtracted. Previous experiments had gathered data from the subjects by asking simple “yes or no” questions to more easily quantify their responses. But instead of “yes or no” questions, Mayo advised the researchers to employ the nondirective interview method. This allowed the researchers to be more informal and social and to develop relationships with the workers. Mayo discovered that there were several reasons why productivity increased despite the withdrawal of benefits, including the following: 

A feeling of group cohesion

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The friendlier attitude of the researchers (supervisors)

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The attention that being part of the study brought to the individuals

In interviews with the test subjects, it was discovered that the reason productivity increased was because the subjects were simply “having more fun.” Mayo theorized that workers were motivated more by social dynamics than by economic or environmental factors. Mayo published his findings in 1933 in “The Human Problems of an Industrialized Civilization.” In this treatise, Mayo predicted that a group with negative behaviors and few social

bonds would have very little chance of succeeding at the task. A group with a high sense of mission and close team awareness would be the most likely to achieve its goals. The remaining teams would have mixed degrees of success. The implication for organizations, of course, is to foster groups with a sense of mission and strong interpersonal relationships.

The Four Pillars: Leadership, Management, Command, & Control

While there is much agreement nowadays about the need for good leaders and managers, the need for command and control have come under fire as organizations move away from hierarchical (vertical) layers to horizontal or flat structures. However, command and control are just as important as leadership and management if we return to their true meaning. In fact, they are the four pillars of every organization as they directly drive the organization. Used properly, the organization will grow; used improperly, it will sink.

These are not distinct processes, but rather concepts that all leaders perform in order to build and strengthen their organizations.

As the above diagram shows, the four pillars overlap, thus they are not separate processes. This blending gives the organization the ability to focus on opportunities and deal with threats (Department of the Army, 1987, 1996):

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Leadership - drives the interpersonal aspects of the organization, such as moral and team spirit.

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Management - deals with the conceptual issues of the organization, such as planning, budgeting, and organizing.

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Command - guides the organization with well thought-out visions that make it effective.

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Control - provides structure to the organization in order to make it more efficient.

Conclusion

In conclusion, we were able to learn that there are different management principles, techniques, and approaches. The first one is the work of Frederick W. Taylor which is the scientific management. It revolves around the concepts of division of labor and specialization, unity of command and centralization of decision making, one-way authority, and narrow span of control. This concept basically is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labor productivity. Also, it encourages continual changes by thinking about new methods and techniques. Another concept is the humanistic management. It is a people-oriented management that seeks profits for human ends. It contrasts with other types of management that are essentially oriented toward profits, with people seen as mere resources to serve this goal. It also regards concern for persons and human aspects in managing organizations. It is oriented not only to obtaining results through people, but also, and above all, toward people themselves, showing care for their flourishing and well-being. These helped us to have a realization that these concepts could be integrated together to form a method of authority that could benefit everyone in an organization.

Furthermore, we learned about the process and right way of implementing orders in an organization. It could be conveyed through a verbal or written manner and could fall into categories such as a request, suggestion, asking for a volunteer, or direct order. We realized that is was very important to phrase orders effectively, it should be clear, complete, concise, and acceptable. Also, we knew the difference between knowledge and manual workers and how critical it is to be able to distinguish the difference of the tasks to be given between the two. And lastly, we became aware about how human resource is the most important resource in any organization. References

http://www.nwlink.com/~donclark/leader/LMCC.html https://courses.lumenlearning.com/wm-principlesofmanagement/chapter/readinghumanistic-management/ Hebeisen, W. (1999). F. W. Taylor und der Taylorismus. Über das Wirken und die Lehre Taylors und die Kritik am Taylorismus. Zürich: vdf Hochschulverlag AG. p. 188. Project Construction Management by Max B. Fajardo