Introduction of Management

Research Designs

Course Facilitator
Dr. Sobia Nasir
Learning Outcomes

 Historical Approach
 Classical Approach
 Quantitate Approach
 Behavioral Approach
 Contemporary Approach
 Major Approaches of
Management
Historical
Historical Classical
Classical Quantitative
Quantitative Behavioral
Behavioral Contemporary
Contemporary
Background
Background Approach
Approach Approach
Approach Approach
Approach Approach
Approach

Early
Early
Advocate
Advocate
Scientific System
System
Scientific
Early Examples Management Approach
Early Examples Management Approach
of
of
Management
Management
Hawthorn
Hawthorn
Studies
Studies
General Contingency
Contingency
General
Adam Smith Administration Approach
Adam Smith Administration Approach

Organization
Organization
Behavior
Behavior

Industrial
Industrial
Revolution
Revolution
 Historical
1- Background

Ancient Management

Adam Smith

Industrial Revolution
• Ancient Management
– Egypt (pyramids)
– China (Great Wall)
• 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
 Classical
2- Approach

Scientific Management

General Administrative Theory

The first studies of management, which emphasized

rationality and making organizations and workers
as efficient as possible.
Classical Approach

Scientific Management

An approach that involves using the

scientific method to determine the “One
Best Way” for a job to be done.
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
Frank and Lillian Gilbreth

– Focused on increasing worker productivity through the

reduction of wasted motion
– Developed the micro chronometer to time worker motions and
optimize performance
• How Do Today’s Managers Use Scientific Management?
– Use time and motion studies to increase productivity
– Hire the best qualified employees
– Design incentive systems based on output
 General Administrative Theory

An Approach to management that focuses

on describing what mangers do and what
constitutes good management practice.
 Classical Approaches: General
Administrative Theory
General administrative theory
what constituted good management
 Henri Fayol identified five management
functions and 14 principles of
management
 Max Weber: bureaucracy, an
ideal rational form of
organization

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 Henri Fayol

Believed that the practice of

management was distinct from other
organizational functions like Finance,
Production, Distribution, and other
typical business functions.
 Fayol’s Fourteen
Principles of Management
 Division of work  Centralization
 Authority  Scalar chain
 Discipline  Order
 Unity of command  Equity
 Unity of direction  Stability of tenure
 Subordination of personnel
individual interests to  Initiative
the general interest  Esprit de corps
 Remuneration

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 Max Weber

– Developed a theory of authority structures

and relation in 1900s, called bureaucracy.

Bureaucracy:
A form of organization characterized by division of
labor ,a clear defined hierarchy, detailed rules and
regulations, and impersonal relationships.
Weber’s Ideal Bureaucracy
3- Quantitative
Approach

Also called operations research or management science

Evolved from mathematical and statistical methods developed to solve
WWII military logistics and quality control problems
Focuses on improving managerial decision making by applying:
Statistics, optimization models, information models, and computer
simulations
 Quality Management

A philosophy of management driven by

continual improvement in the quality of
work processes and responding to
customers’ needs and expectations
What is Quality Management?

o Intense focus on the customer

o Concern for continual improvement
o Process-focused
o Improvement in the quality of everything
o Accurate measurement
o Empowerment of employees
4- Behavioral
Approach

Early Hawthorne Organization

Advocates Studies Behavior
 Early Advocates

The study of the actions of people at

work; people are the most important
asset of an organization.
Early Advocates of OB
 Hawthorne studies

A series of studies during the 1920s and 1930s that

provided new insights into individual and group
behavior.
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.
 Organizational Behavior

The field of study concerned with the actions

(behavior) of people at work.
 Contemporary
5- Approach

Contingency
System Approach
Approach
 System Approach

A set of interrelated and interdependent

parts arranged in a manner that
produces a unified whole.
Basic Types of Systems

Closed systems Open systems

Dynamically interact to their

Are not influenced by and
environments by taking
do not interact with their
inputs and transforming
environment (all system
them into outputs that are
input and output is
distributed into their
internal).
environments.
The Organization as an
Open System
 Contingency Approach

A management approach which says that

organization are different, they face different
situations (contingencies), and require
different ways of management.
 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 non-routine 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.