ninth edition

STEPHEN P. ROBBINS MARY COULTER

Chapter
Management
2 Yesterday and Today

2007 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
 LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Historical Background of Management

Explain why studying management history is important.
Describe some early evidences of management practice.

Scientific Management
Describe the important contributions made by Fredrick
W. Taylor and Frank and Lillian Gilbreth.
Explain how todays managers use scientific
management.

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 L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

General Administrative Theory

Discuss Fayols contributions to management theory.
Describe Max Webers contribution to management theory.
Explain how todays managers use general administrative
theory.

Quantitative Approach
Explain what the quantitative approach has contributed to
the field of management.
Discuss how todays managers use the quantitative
approach.

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 L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

Toward Understanding Organizational Behavior

Describe the contributions of the early advocates of OB.
Explain the contributions of the Hawthorne Studies to the
field of management.
Discuss how todays managers use the behavioral
approach.

The Systems Approach

Describe an organization using the systems approach.
Discuss how the systems approach helps us
management.

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 L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

The Contingency Approach

Explain how the contingency approach differs from the
early theories of management.
Discuss how the contingency approach helps us
understand management.

Current Issues and Trends

Explain why we need to look at the current trends and
issues facing managers.
Describe the current trends and issues facing managers.

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 Historical Background of Management
Ancient Management
Egypt (pyramids) and China (Great Wall)
Venetians (floating warship assembly lines)
Adam Smith
Published The Wealth of Nations in 1776
Advocated the division of labor (job specialization) to
increase the productivity of workers
Industrial Revolution
Substituted machine power for human labor
Created large organizations in need of management

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 Exhibit 21 Development of Major Management Theories

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 Major Approaches to Management
Scientific Management
General Administrative Theory
Quantitative Management
Organizational Behavior
Systems Approach
Contingency Approach

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 Scientific Management
Fredrick Winslow Taylor
The father of scientific management
Published Principles of Scientific Management (1911)
The theory of scientific management
Using scientific methods to define the one best way for a
job to be done:
Putting the right person on the job with the correct tools
and equipment.
Having a standardized method of doing the job.
Providing an economic incentive to the worker.

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 Exhibit 22 Taylors Four Principles of Management

1. Develop a science for each element of an

individuals work, which will replace the old rule-
of-thumb method.
2. Scientifically select and then train, teach, and
develop the worker.
3. Heartily cooperate with the workers so as to
ensure that all work is done in accordance with the
principles of the science that has been developed.

4. Divide work and responsibility almost equally

between management and workers. Management
takes over all work for which it is better fitted than
the workers.

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 Scientific Management (contd)
Frank and Lillian Gilbreth
Focused on increasing worker productivity through
the reduction of wasted motion
Developed the microchronometer to time worker
motions and optimize work performance
How Do Todays Managers Use Scientific
Management?
Use time and motion studies to increase productivity
Hire the best qualified employees
Design incentive systems based on output

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 General Administrative Theory
Henri Fayol
Believed that the practice of management was distinct
from other organizational functions
Developed fourteen principles of management that
applied to all organizational situations

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 Exhibit 23 Fayols 14 Principles of Management

1. Division of work. 7. Remuneration.

2. Authority. 8. Centralization.
3. Discipline. 9. Scalar chain.
4. Unity of command. 10. Order.
5. Unity of direction. 11. Equity.
6. Subordination of 12. Stability of tenure
individual interests of personnel.
to the general
13. Initiative.
interest.
14. Esprit de corps.

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 Max Weber

Developed a theory of authority based

on an ideal type of organization.
Emphasized rationality, predictability,
impersonality, technical competence,
and authoritarianism

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 Exhibit 24 Webers Ideal Bureaucracy

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 Quantitative Approach to Management
Quantitative Approach
Also called operations research or management
science
Evolved from mathematical and statistical methods
developed
Focuses on improving managerial decision making by
applying:
Statistics, optimization models, information models, and
computer simulations

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 Understanding Organizational Behavior
Organizational Behavior (OB)
The study of the actions of people at work; people are
the most important asset of an organization
Early OB Advocates
Robert Owen
Hugo Munsterberg
Mary Parker Follett
Chester Barnard

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 Exhibit 25 Early Advocates of OB

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 The Hawthorne Studies
A series of productivity experiments conducted
at Western Electric from 1927 to 1932.

Experimental findings
Productivity unexpectedly increased under imposed
adverse working conditions.
The effect of incentive plans was less than
expected.

Research conclusion
Social norms, group standards and attitudes more
strongly influence individual output and work behavior
than do monetary incentives.
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 The Systems Approach
System Defined
A set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.
Basic Types of Systems
Closed systems
Are not influenced by and do not interact with their
environment (all system input and output is internal).
Open systems
Dynamically interact to their environments by taking in inputs
and transforming them into outputs that are distributed into
their environments.

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 Exhibit 26 The Organization as an Open System

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 Implications of the Systems Approach
Coordination of the organizations parts is
essential for proper functioning of the entire
organization.
Decisions and actions taken in one area of the
organization will have an effect in other areas of
the organization.
Organizations are not self-contained and,
therefore, must adapt to changes in their
external environment.

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 The Contingency Approach
Contingency Approach Defined
Also sometimes called the situational approach.
There is no one universally applicable set of
management principles (rules) by which to manage
organizations.
Organizations are individually different, face different
situations (contingency variables), and require
different ways of managing.

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 Exhibit 27 Popular Contingency Variables

Organization size
As size increases, so do the problems of coordination.
Routineness of task technology
Routine technologies require organizational structures,
leadership styles, and control systems that differ from
those required by customized or nonroutine technologies .
Environmental uncertainty
What works best in a stable and predictable environment
may be totally inappropriate in a rapidly changing and
unpredictable environment.
Individual differences
Individuals differ in terms of their desire for growth,
autonomy, tolerance of ambiguity, and expectations.
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 Current Trends and Issues
Globalization
Ethics
Workforce Diversity
Entrepreneurship
E-business
Knowledge Management
Learning Organizations
Quality Management

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 Terms to Know
division of labor (or job closed systems
specialization) open systems
Industrial Revolution contingency approach
scientific management workforce diversity
therbligs entrepreneurship
general administrative theory e-business (electronic
principles of management business)
bureaucracy e-commerce (electronic
quantitative approach commerce)
organizational behavior (OB) intranet
Hawthorne Studies learning organization
system knowledge management
quality management

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