Topic 2

Different schools of Management  Classical  Behavioral  Scientific

Management

 System  Contingency

Classical Approach 

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

The classical approach can be better understood by examining it from two perspectives. These two perspectives are based on organizational problems. Problems of lower level managers (dealing with the everyday problems of workplace) this is known as Scientific Management. The problems of Top level managers of large Organizations. ( dealing with problem of managing the large org.)

Classical & Behavioral Approach classical More emphasizes on 





Production, productivity , efficiency as main objectives of the management. Identification & Development of methodology & practices of management Methods of work Management & motivation

Followed the Mechanistic approaches (Taylor,

Behavioral More emphasizes on 

 

The people/ workers & carried on many experiments at workplaces Human relations & behavior at work. Developed as a reaction to the overemphasis of classical theories on Rationality & efficiency.

Followed Humanistic approach( Robert Owen, Follet, Meyo

Scientific 

Scientific Management practices introduced by Fredrick W.Taylor .



Scientific management meant the application of logical & systematic techniques to work processes.



Scientific management concentrated the key word to harmony was…

Aims of scientific management  Discover

the one best way to do a

job.  Scientific selection & training of workers for the new methods of work  Linking of the financial incentives  Increase in employees productivity through systematic scientific analysis of his work.

Scientific Aspects of Scientific Management Scientific management is a Science & Not Rule of Thumb Scientific analysis for determining the Standard Time & Standard Methods for doing the work, task, job with maximum efficiency • Developing the each man to his greatest efficiency • Cooperation & Harmony •

Behavioral A

management approach that emphasizes people and how the structure of an organization affects their behavior and performance.  Behavioral approach to management developed partly because it was observed that following the ideas of classical approach did not achieve total efficiency and work place harmony.

Branches of behavioral school Two branches  Human relation  Behavioral sciences

Human Relation Approach The manner in which managers interact with subordinates. Became very popular in the 1950s To develop good human relations, - the followers must know subordinates behavior, and the psychological & social factors affects them .

Human behavior school This school emphasizes heavily on application of social sciences to study management on three levels Individual  Group  Organization relationship at work situations. This school tend to treat all group activities as manages & deals with motivation, group dynamics, individual and group relation etc…

Behavioral Science Approach A

field of study or discipline concerned with scientific investigation, analysis and understanding of human behavioral.  Braches of BS   

Psychology Sociology Anthropology

Meaning  Psychology

- Study of individual human Behaviour

 Sociology

- Study of human behaviour

in

groups  Anthropology - Study of physical, biological and cultural influences on HB as a member of groups. The behaviour sciences form part of social

The tern implies  BSA

seeks to promote understanding of organizational behaviour in a systematic, objective and scientific manner.  It believes in development of practical propositions about behavior of humans in organizational situations by understanding scientific, empirical research studies.  There is no rumor of imaginary and emotional conclusions.

Management Science Approach  Modern

version  Key feature is the use of mathematics and statistics to aid in resolving production and operation problem.  The approach focuses on solving technical rather than human behavior problems.  The computer has tremendous value to this approach.  MSA began early part of World War II  Operation research team.

Operation research approach  Operation

research approach has been formalized and renamed the Management science approach  It involves mixed team of specialist.  Team members analyses the problem and develop a mathematical representation of it.  The results are often useful in making final decision.  The imp. purpose is to provide management with quantitative bases

Contribution of Management science Approach  In

the areas of production management –  Manufacturing technology  Flow of material in a manufacturing  Contributed a techniques that help to solve  Production scheduling problems  Budgeting problems  Maintenance of optimal inventory levels

System Approach A

way to think about organizations and management problems;  View an organization as integrated parts with unified purpose;  Surviving and thriving in the environment  Focuses on efficiency and effectiveness in each part of the organization  Views the elements of an originations are interconnected.  It also views the organization as linked to its environment.

Types of systems  Open

system – An organization that interacts with its environment and uses the feedback received to make changes and modification.  Closed system – An approach that generally ignores environmental forces and condition.

Open system  e.g.,

Dell computer

INPUTS

Transformation

FEEDBACK

OUTPUT

 Dell

Dell computer as active interaction

both obtain inputs from and provides resources to its environment.  Financial resources are input needed to build manufacturing, R&D efforts , no, of expenses, Dell obtain from environment.  Raw material, computer production technology obtain from environment (research journal, computer conferences other contacts)

Transformation  Inputs

are employed, used, coordinated and managed in a Transformation processes that produces Output  Output – personal and business computer  Task not completed Dell provides this resources to the environment  Feedback – An elements that enables the communicator to determine whether a message has been received and whether it has produced the intended message.  Positive feedback (people by the dell com.) Negative feedback (no sale)

Closed System  An

approach that generally ignores environmental forces and conditions.  The closed system organizations pays little attention to the environment  No active interaction with the outside world. E.g.  Catholic Monastery.

Comparison of Taylor and Feyol’s contribution 

Concern with tasks, workers & supervisors

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

Greater attention to standardization of work methods & tools.

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 

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Concern was to increase the efficiency of workers & managers. Use the expressions “Scientific



Concern with effectiveness of administrators or managers. More emphasis on the principles of general mgmt and the functions of manager Concern to develop principles which will help in better management. Use a general theory of administration.

Comparison 



Taylor starts works at lowest level then moved upwards while formulating his scientific mgmt to improve the productivity of workers and eliminate all kinds of waste. Tailor had a narrow perspective



Feyol began from top level and proceeded downward with emphasis on unity of direction, unity of command and coordination.

 Feyol had a wider

perspective.

comparison  The

work of Taylor and Feyol was essentially complementary.  Both of them applied scientific methods to the problems.  Scientific management offer several benefits to the employers, workers & also society.

Evaluation & contribution of F.W.Taylor  Time

& motion study  Scientific recruitment, selection & training of workers  Separation of planning from doing of the job/work  Functional Foreman ship  Standardization of work  Development of payment of financial incentives  Effective reorganization of supervision & managerial system.

Criticism & limitation of scientific management  Problems

of application  Tools and techniques of scientific mgmt are imperfect.  It depends on heavily on complete harmony & cooperation between workers & employers .  Standardization and quantification of coordination is highly impossible.  It creates frustration and stress.

Criticism and limitations  Apathetic

attitude towards higher management level.  Workers grievances for harshness, exploitation, etc…  Employers complaints for expensive & less organized system of mgmt and supervision  Psychological problems

Evaluation & comments on Feyol’s principles  2) 3) 4) 5) 6)

The main significance of Feyol’s principles are as follows:Division of work Scalar chain Authority and Responsibility Unity of Command Unity of Direction

Criticism of Fayol’s Principles  It

is too formal – the management is a very complex and also complicated process.  The critics claim that the such theory never found in practice. the theory to be highly formal.  Fayol has not paid any adequate attention to the workers.  Fayol has taken only broader view of the management as a process & not concern like Taylor with aspect of inducing the individual workers to produce more.  His theory does not have any positive attitude towards workers.

Managerial skills  Conceptual skills  Human relation skills  Technical skills  Administration skills

Management skills (Factors) (the importance of management skills depends on following factors)  Levels of management  Task/duty/function/authority/responsibility

/size &structure of organisation  Individual

Differences & people

 Environment

Conceptual skills  Also

include Diagnostic skills  These skills are regarded as mental abilities needed to acquired, analyze & interpret the information received from various sources & make the appropriate necessary decisions.  This involves the ability to view the establishment as whole complete unity  It deals with ideas & abstract analysis of relationships, elements & functions of the establish.

Conceptual skills (includes Diagnostic skills )