Development Of Management Thought
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Development of Management Thought
Copyright © Houghton Mifflin Company. All rights reserved.
1-1
MANAGEMENT DEFINED • Management is the process of working with and through others to achieve organizational objectives in a changing environment. Central to this process is the effective and efficient use of limited resources.
Copyright © Houghton Mifflin Company. All rights reserved.
1-2
Key Aspects of the Management Process
Copyright © Houghton Mifflin Company. All rights reserved.
1-3
Identifiable Functions in the Management Process
Copyright © Houghton Mifflin Company. All rights reserved.
1-4
PROFILE OF THE 21st CENTURY MANAGER Administrative role: Team member / facilitator /
teacher / sponsor / advocate / coach Cultural orientation: Multicultural / multilingual
Quality / ethics / environmental impacts:
Forethought (unifying themes) Power bases: Knowledge; relationships; rewards Primary organizational unit: Team Interpersonal dealings: Cooperation; win-win
Copyright © Houghton Mifflin Company. All rights reserved.
1-5
PROFILE OF THE 21st CENTURY MANAGER (continued)
Learning: Continuous (lifelong; learner-driven) Change and conflict: Anticipate / seek / channel
Information: Increase access / share
Copyright © Houghton Mifflin Company. All rights reserved.
1-6
Mintzberg’s Managerial Roles (a)
Interpersonal roles
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Copyright © Houghton Mifflin Company. All rights reserved.
1-7
Mintzberg’s Managerial Roles (b)
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Copyright © Houghton Mifflin Company. All rights reserved.
1-8
Mintzberg’s Managerial Roles (c)
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Copyright © Houghton Mifflin Company. All rights reserved.
1-9
PROFILE FOR ENTREPRENEURS • • • • • •
Focus on envisioned futures Emphasize external / market dimensions Display a medium-to-high tolerance for ambiguity Exhibit moderate-to-high risk-taking behavior Obtain motivation from a need to achieve Possess technical knowledge and experience in the innovative area
Copyright © Houghton Mifflin Company. All rights reserved.
1-10
Contribution of F.W.Taylor (18561915) Father of Scientific Management • • • • • • •
Time & Motion Study Differential Payment Scientific Selection & Training Functional Foremanship Standardization Development of each man Close cooperation between workers and management
Copyright © Houghton Mifflin Company. All rights reserved.
1-11
Contribution of Henry Fayol (18411925) • Division of work • Authority and responsibility • Discipline • Unity of command • Unity of direction • Subordination of individual interest to general interest • Remuneration of personnel
• • • • •
Centralization Scalar chain Order Equity Stability of term of personnel • Initiative • Espirit de corps
Copyright © Houghton Mifflin Company. All rights reserved.
1-12
Contribution of Peter Drucker •
Management: It must be creative rather an adaptive task. It can not be bureaucratic, an administration or even policy making job. • Organization: Knowledge is the very foundation of the modern organization • Manager: three major functions 1. Purpose & mission of the organization 2. Making work productive & worker achieving 3. Managing social impacts & social responsibilities
Copyright © Houghton Mifflin Company. All rights reserved.
1-13
Cont…Manager must achieve objectives in following areas • • • • • • • •
Market Standing Innovation Productivity Physical & Financial Resources Profitability Manager Performance & Development Worker performance & attitude Public responsibility
Copyright © Houghton Mifflin Company. All rights reserved.
1-14
McKinsey’s 7-S Approach • Strategy: Systematic action & allocation of recourses to achieve company aims • Structure: Organization structure & authority / responsibility relationship • Systems: Procedures & process such as information systems, manufacturing process • Style: the way management behaves & collectively spends its time to achieve organizational goals
Copyright © Houghton Mifflin Company. All rights reserved.
1-15
…cont • Staff: the people in the enterprise & organizational culture • Skills: Distinctive capabilities of an enterprize
Copyright © Houghton Mifflin Company. All rights reserved.
1-16
Copyright © Houghton Mifflin Company. All rights reserved.
1-1
MANAGEMENT DEFINED • Management is the process of working with and through others to achieve organizational objectives in a changing environment. Central to this process is the effective and efficient use of limited resources.
Copyright © Houghton Mifflin Company. All rights reserved.
1-2
Key Aspects of the Management Process
Copyright © Houghton Mifflin Company. All rights reserved.
1-3
Identifiable Functions in the Management Process
Copyright © Houghton Mifflin Company. All rights reserved.
1-4
PROFILE OF THE 21st CENTURY MANAGER Administrative role: Team member / facilitator /
teacher / sponsor / advocate / coach Cultural orientation: Multicultural / multilingual
Quality / ethics / environmental impacts:
Forethought (unifying themes) Power bases: Knowledge; relationships; rewards Primary organizational unit: Team Interpersonal dealings: Cooperation; win-win
Copyright © Houghton Mifflin Company. All rights reserved.
1-5
PROFILE OF THE 21st CENTURY MANAGER (continued)
Learning: Continuous (lifelong; learner-driven) Change and conflict: Anticipate / seek / channel
Information: Increase access / share
Copyright © Houghton Mifflin Company. All rights reserved.
1-6
Mintzberg’s Managerial Roles (a)
Interpersonal roles
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Copyright © Houghton Mifflin Company. All rights reserved.
1-7
Mintzberg’s Managerial Roles (b)
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Copyright © Houghton Mifflin Company. All rights reserved.
1-8
Mintzberg’s Managerial Roles (c)
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110. Copyright © Houghton Mifflin Company. All rights reserved.
1-9
PROFILE FOR ENTREPRENEURS • • • • • •
Focus on envisioned futures Emphasize external / market dimensions Display a medium-to-high tolerance for ambiguity Exhibit moderate-to-high risk-taking behavior Obtain motivation from a need to achieve Possess technical knowledge and experience in the innovative area
Copyright © Houghton Mifflin Company. All rights reserved.
1-10
Contribution of F.W.Taylor (18561915) Father of Scientific Management • • • • • • •
Time & Motion Study Differential Payment Scientific Selection & Training Functional Foremanship Standardization Development of each man Close cooperation between workers and management
Copyright © Houghton Mifflin Company. All rights reserved.
1-11
Contribution of Henry Fayol (18411925) • Division of work • Authority and responsibility • Discipline • Unity of command • Unity of direction • Subordination of individual interest to general interest • Remuneration of personnel
• • • • •
Centralization Scalar chain Order Equity Stability of term of personnel • Initiative • Espirit de corps
Copyright © Houghton Mifflin Company. All rights reserved.
1-12
Contribution of Peter Drucker •
Management: It must be creative rather an adaptive task. It can not be bureaucratic, an administration or even policy making job. • Organization: Knowledge is the very foundation of the modern organization • Manager: three major functions 1. Purpose & mission of the organization 2. Making work productive & worker achieving 3. Managing social impacts & social responsibilities
Copyright © Houghton Mifflin Company. All rights reserved.
1-13
Cont…Manager must achieve objectives in following areas • • • • • • • •
Market Standing Innovation Productivity Physical & Financial Resources Profitability Manager Performance & Development Worker performance & attitude Public responsibility
Copyright © Houghton Mifflin Company. All rights reserved.
1-14
McKinsey’s 7-S Approach • Strategy: Systematic action & allocation of recourses to achieve company aims • Structure: Organization structure & authority / responsibility relationship • Systems: Procedures & process such as information systems, manufacturing process • Style: the way management behaves & collectively spends its time to achieve organizational goals
Copyright © Houghton Mifflin Company. All rights reserved.
1-15
…cont • Staff: the people in the enterprise & organizational culture • Skills: Distinctive capabilities of an enterprize
Copyright © Houghton Mifflin Company. All rights reserved.
1-16
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