Ch02 - The Evolution of Management Thinking

MANAGEMENT
RICHARD L. DAFT
The Evolution of
Management Thinking
CHAPTER 2
chapter2 TUGAS INDIVIDU
• MENCARI JURNAL MANAJEMEN.
• TOPIK/ISU/TEMA = BEBAS.
– MANAJEMEN SUMBERDAYA MANUSIA
– MANAJEMEN OPERASI
– MANAJEMEN KEUANGAN
– DLL
• JURNAL MINIMAL 2011 BERBAHASA
INGGRIS.
• STABILO = HAL-HAL YANG MENARIK 3
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
chapter2 Pre-test (10 minutes)
• What is business?
• Explain about the function of
management:
– Planning
– Organizing
– Actuacting
– Controling
• Explain about managerial skill.
4
chapter2 Learning Outcomes
• Understand how historical forces influences the practice of management.
• Identify and explain major developments in the history of management
thought.
• Describe the major components of the classical and humanistic
management perspectives.
• Discuss the management science perspective and its current use in
organizations.
• Explain the major concepts of systems theory, the contingency view, and
total quality management.
• Explain what a learning organization is and why this approach has
become important in recent years.
• Describe the management changes brought about by a technology-driven
workplace, including the role of supply chain management, customer
relationship management, and outsourcing.
5
Are You a New-Style or an
chapter2
Old-Style Manager?
• Management and managers are
undergoing tremendous change
• Past strategies are no longer effective in
today’s dynamic business environment
• History provides perspective and a
broader view
• Manager can find patterns and insight
from history 6
Management and
chapter2
Organization
• Managers must “see the big picture”
– Social Forces: culture and values
– Political Forces: political and legal institutions
and systems
– Economic Forces: availability and distribution
of resources
• Managers must face environmental
turbulence
7
Management Perspectives
chapter2
Over Time
8
chapter2 Classical Perspective
• The early study of management.

• 19th – late 20th Century
– Scientific Management
– Bureaucratic Organizations
– Administrative Principles
• Very powerful, gave companies
fundamental skill for high productivity
– Helped US surge in management techniques
9
chapter2 Scientific Management
• Frederick Winslow Taylor (1856-1915), father of
scientific management
• Focus on improving efficiency and labor
productivity
• Workers could be retooled like machines
• Managers would need to change
• Incentive systems for meeting standards
• Others added to the theories
• Lillian M. Gilbreth added a human component to
the study 10
Characteristics of
chapter2
Scientific Management
11
chapter2 Bureaucratic Organizations
• Max Weber (1864-1920), a German theorist

introduced the bureaucratic theories
• Rational authority—more efficient and adaptable
to change
• Selection and advancement would be focused
on competence and technical qualifications
• The term bureaucracy has taken on a negative
tone, associated with endless “red tape”
12
Characteristics of
chapter2
Weberian Bureaucracy
13
chapter2 Administrative Principles
• Henri Foyal (1841-1925), French mining engineer and other
contributors led the ideas
• Foyal wrote down his own management practices
• In the text, General and Industrial Management; 14 general
principles were outlined
• Several of the principles include:
– Unity of Command
– Division of Work
– Unity of Direction
– Scalar Chain
• Foyal identified five functions of management: Planning,
Organizing, Commanding, Coordinating, and Controlling 14
chapter2 Humanistic Perspective
• Led by Mary Parker Follett and Chester
Barnard
• Importance of understanding human
behaviors: needs, attitudes and social
interactions
– Human Relations Movement
– Human Resources Perspective
– Behavioral Sciences
15
Human Relations
chapter2
Movement
• Control comes from the individual worker rather
than authoritarian control
• The Hawthorne studies found increased output
due to managers’ better treatment of employees
– Money mattered a great deal
– Productivity increased from feelings of importance
• Created a focus on positive treatment of

employees
16
Human Resources
chapter2
Perspective
• Focus on job tasks and theories of
motivation
– Reduce dehumanizing or demeaning work
– Allow workers to use full potential
– Main contributors: Abraham Maslow and
Douglas McGregor
• Maslow’s Hierarchy of Needs
• McGregor’s Theory X/Theory Y
• Perspective came from the idea that cows
gave more milk when they were more
satisfied 17
chapter2 Theory X and Theory Y
18
Behavioral Sciences
chapter2
Approach
• Scientific methods that draw from
sociology, psychology, anthropology,
economics and other disciplines
• Focus on human behavior and interaction
• Organizational development came from
behavioral sciences approach
– Applied behavioral sciences to improve
organizational health and effectiveness
19
Management Science
chapter2
Perspective
• Developed to meet changing and dynamic
environment created from WWII
• Engaged mathematics, statistics and quantitative
techniques to aid in decision making
• Increased study of management led by Peter Drucker
• Use of technology and programming for optimizing
operations
• Introduced new subsets of management:
– Operations Research
– Operations Management
– Information Technology 20
chapter2 Recent Historical Trends
• Systems Theory. A holistic view of

management as a interrelated parts to
achieve a common purpose.
• Contingency View. Successful resolution
of organizational problems depends on
situations.
• Total Quality Management. Management
of the total organization to deliver quality.
21
The Systems View of
chapter2
Organizations
22
Contingency View of
chapter2
Management
23
chapter2 Total Quality Management
• W. Edward Deming, known as the father of the

quality movement
– US initially scoffed at Deming
• During the 1908s and 1990s, quality became a
focus to meet global competition
• Four key elements of quality management:
1. Employee involvement
2. Focus on customer
3. Benchmarking
4. Continuous improvement
24
chapter2 The Learning Organization
• Learning aids in the adaptation to change

• Peter Senge began the discussion about the
learning organization
• All employees are engaged in identifying and
solving problems
• Learning increases the capacity to learn and
grow
• Move from efficiency to solving problems
25
Managing the Technology-
chapter2
Driven Workplace
• Most work is performed on computers in
today’s workplace
• Companies use technology to
communicate and collaborate
• Key technologies in today’s workplace:
– Supply Chain Management
– Customer Relationship Management
– Outsourcing 26
Supply Chain for a
chapter2
Retail Organization
27

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MANAGEMENT

• The early study of management.

• Max Weber (1864-1920), a German theorist

• Created a focus on positive treatment of

• Systems Theory. A holistic view of

• W. Edward Deming, known as the father of the

• Learning aids in the adaptation to change

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