Management Yesterday and Today

1
OBE 150
Jerry D. Estenson, DPA
2
SUCCESS TOOLS

• TEXT
• SUPPORT CDS
• Audio for each chapter
• Glossary of Common Business and Management Terms
• Interactive Quizzes
• POWERPOINT SLIDES IN RESERVE BOOK ROOM
• EXTRA TEXT IN RESERVE BOOK ROOM
• POWERPOINT SLIDES ON WEB SITE
• www.csus.edu/indiv/e/estenson

3
Evolution of Management Hellriegel, Jackson and
Slocum
1
Chapter 2
4
Learning Objectives

• Explain the value of studying management history
  and understand the evolutionary process
• Study Bureaucratic management theories
• Study Scientific management theories
• Study General Administrative theories
• Discuss Organizational Behavior theories
• Summarize Quantitative theories

Chapter 2 Hellriegel
Estenson, 2002
5
Learning Objectives

• Review Contingent theories
• Examine the Quality Viewpoint
• Explore the integration of multiple management
  perspectives.

Estenson 2002
Chapter 2 Hellriegel
6
Post Civil War America

• 1886
• Full force of free wielding capitalism if felt
• Labor treated as a commodity
• 600,000 workers on strike or locked out
• Old Line Companies formed
• Sear, Roebuck and Company
• Coca-Cola
• Johnson and Johnson
• Westinghouse

7
SMART FOLKS TO REMEMBER

• Frederick Taylor
• Frank and Lillian Gilbreth
• Henri Fayol
• Max Weber
• Henry Gantt
• Mary Parker Follett
• Chester Barnard
• Adam Smith

• Elton Mayo
• Abraham Maslow
• Douglas McGregor
• W. Edwards Deming

8
Estenson, 2002
Chapter 2 Hellriegel
9
Traditional Theory
Bureaucratic
Scientific
Administrative
10
Estenson, 2002
Chapter 2 Hellriegel
11
Cost/Benefits AnalysisBureaucratic Model

• Benefits
• Efficient
• Consistent
• Lower Skill Sets
• Assists Planning
• Cost
• Rigid Rules and Red Tape
• Protection of Authority
• Slow Decision Making
• Incompatible with Changing Technology
• Incompatibility with works values

12
SCIENTIFIC MANAGEMENT

• Underlying Assumptions
• There is One Best Way to do a job
• Workers are primarily motivated by increased
  earnings

13
Estenson,2002
Chapter 2 Hellriegel
14
ADMINISTRATIVE THEORY
15
Taylors Four Principles of Management

• Develop a science for each element of work
• Select, train, and develop workers
• Cooperate with workers
• Divide work and responsibility equally

Prentice Hall, 1999
6
Chapter 2
16
Fayols 14 Principles of Management

• Division of Work
• Authority
• Discipline
• Unity of Command
• Unity of Direction (One Boss)
• Subordination of Interests
• Remuneration

Estenson, 2002
Chapter 2 Hellriegel
17
Fayols 14 Principles of Management

• Centralization
• Scalar Chain (Clear Boxes)
• Order
• Equity
• Stability of Personnel
• Initiative
• Esprit De Corps

Estenson, 2002
Chapter 2 Hellriegel
18
Understanding Organizational Behavior

• Mary Parker Follett
• Direct contact between workers and decision
  makers
• Coordination during early stages
• Continuous Coordination
• Chester Barnard
• Acceptance Theory of Authority
• Elton Mayo
• The Hawthorne Studies

Estenson, 2002

19
Maslows Human Hierarchy of Needs

• Self-Actualization
• Social
• Safety
• Security
• Physiological Basic

20
(No Transcript)
21
Estenson, 2002
22
Systems Viewpoint

• A study of Inputs (human, physical, financial and
  information resources) Transformation Outputs
  (products, services Feedback
• Closed and Open

23
Total Quality Management

• Measuring Inputs (Customer Expectations and
  Requirements)
• Transformation (Statistical Process Control)
• Six Sigma (1 defect per 3.4 opportunities
  99.99966 percent defect free
• Elimination of waste

24
FADS FIXES AND LAZY MANAGEMENT

• 50S
• Computerization
• Theory Z
• Quantitative Solutions
• Diversification
• Management by Objectives

• 60s
• T Groups
• Centralize, Decentralize
• Matrix Management
• Managerial Grids
• Conglomerations

25
MORE BETTER THEORIES

• 80s
• Intrapreneuring
• Demassing
• Restructure
• Corporate Culture
• One Minute Managers
• Manage by Walking Around

• 70S
• Zero Based Budgets
• Experience Curves
• Portfolios

26
Managing in the 90s and in the New Millennium

• Reengineering
• Vision
• Soul
• Empowerment
• Total Quality
• Global Perspective
• Teams
• Speed

• Chaos
• Trust
• Credibility
• Coaching
• Alliance Building
• Balancing Score Cards
• Collaboration
• 360 Feedback Systems

27
Current Trends and Issues

• Global Competition
• Workforce Diversity
• Information Technology
• Continuous Learning
• Total Quality Management
• Dismantling the Hierarchy
• Ethics and Trust

Prentice Hall, 1999
18
Chapter 2