SCHOOL OF MANAGEMENT THOUGHT

The schools of management thought are theoretical frameworks for the study of management. based on somewhat different assumptions about human beings and the organizations for which they work.

SCHOOL OF MANAGEMENT THOUGHT

The classical school: Managing workers and organizations more efficiently.

The behavioral school: Understanding human behavior in the organization

The quantitative or management science school: Increasing quality of managerial decision-making through the application of mathematical and statistical methods.

SCHOOL OF MANAGEMENT THOUGHT

The systems school: Understanding the organization as a system that transforms inputs into outputs while in constant interaction with its' environment. The contingency school: Applying management principles and processes as dictated by the unique characteristics of each situation.

CLASSICAL SCHOOLS OF MANAGEMENT Developed during the Industrial Revolution when new problems related to the factory system began to appear
Managers were unsure of how to train employees deal with increased labor dissatisfaction Found the one best way to perform and manage tasks Three areas: 1. Scientific management 2. Administrative management, and 3. Bureaucratic management.

CLASSICAL SCIENTIFIC SCHOOL (SCIENTIFIC MANAGEMENT)

Arose because of the need to increase productivity and efficiency

The emphasis was on trying to find the best way to get the most work done
several major contributors: Frederick Taylor Henry Gantt Frank and Lillian Gilbreth.

Frederick Taylor
(father of scientific management) believed that organizations should study tasks and develop precise procedures. In 1898, Taylor calculated how much iron from rail cars Bethlehem Steel plant workers could be unloading if they were using the correct movements, tools, and steps. The result was an amazing 47.5 tons per day instead of the mere 12.5 tons each worker had been averaging.

Frederick Taylor
(father of scientific management) Taylor's scientific management consisted of four principles:

1. Replace rule of thumb work methods with methods based on a scientific study of the tasks. 2. Scientifically select and then train, teach, and develop the workman 3. Provide "Detailed instruction and supervision 4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.

Henry Gantt
(Associate of Taylor) developed the Gantt chart, a bar graph that measures planned and completed work along each stage of production. Based on time instead of quantity, volume, or weight, this visual display chart has been a widely used planning and control tool since its development in 1910.

Frank and Lillian Gilbreth

(A husband-and-wife team) studied job motions. In Frank's early career as an apprentice bricklayer, he was interested in standardization and method study. He watched bricklayers and saw that some workers were slow and inefficient, while others were very productive. He discovered that each bricklayer used a different set of motions to lay bricks. From his observations, Frank isolated the basic movements necessary to do the job and eliminated unnecessary motions. Workers using these movements raised their output from 1,000 to 2,700 bricks per day.

CLASSICAL ADMINISTRATIVE SCHOOL (ADMINISTRATIVE MANAGEMENT) Whereas scientific management focused on the productivity of individuals, the classical administrative approach concentrates on the total organization. The emphasis is on the development of managerial principles rather than work methods. Study included flow of information within an organization and emphasized the importance of understanding how an organization operates.
Contributors: Henri Fayol, Mary Parker Follett, and Chester I. Barnard.

Henri Fayol
(French mining engineer) developed 14 principles of management based on his management experiences. These principles provide modern-day managers with general guidelines on how a supervisor should organize her department and manage her staff.

Mary Parker Follett

Stressed the importance of an organizations common goals for its employees.

Chester Barnard
President of New Jersey Bell Telephone Company Introduced the idea of the informal organization clique (exclusive groups of people) that naturally form within a company. Provided necessary and vital communication functions

CLASSICAL BUREAUCRATIC MANAGEMENT

Bureaucratic management focuses on the ideal form of organization.
Max Weber : In the late 1800s, he disliked that many European organizations were managed on a personal family-like basis and that employees were loyal to individual supervisors rather than to the organization.

CLASSICAL BUREAUCRATIC MANAGEMENT He believed that organizations should be managed impersonally and that a formal organizational structure, where specific rules were followed, was important. In other words, he didn't think that authority should be based on a person's personality. He thought authority should be something that was part of a person's job and passed from individual to individual as one person left and another took over. This nonpersonal, objective form of organization was called a bureaucracy.

CLASSICAL BUREAUCRATIC MANAGEMENT

Weber believed that all bureaucracies have the following characteristics:

A well-defined hierarchy
Division of labor and specialization Impersonal relationships between managers and employees Competence

Records

THE BEHAVIORAL SCHOOL

Classical disregarded important aspects of organizational life, particularly as it related to human behavior. Therefore, behavioral school focused on trying to understand the factors that affect human behavior at work.

Human Relations Approach Behavioral science approach

Human Relations Approach

Eltom Mayo: The Hawthorne Experiments (1924- early 1930s)

Major conclusions: Workers' attitudes are associated with productivity.

Workplace is a social system and informal group influence could exert a powerful effect on individual behavior The style of supervision is an important factor in increasing workers' job satisfaction.

Eltom Mayo: The Hawthorne Experiments (1924- early 1930s)

Human Relations Approach

Major conclusions: organizations should take steps to assist employees

in adjusting to organizational life by fostering collaborative systems between labor and management.

Human Relations Approach

Eltom Mayo: The Hawthorne Experiments (1924- early 1930s)

Needed manager Skills: Interpersonal Skill

1. skills for diagnosing the causes of human behavior at work 2. Interpersonal communication 3. Motivating and leading workers
Some of the best-known contributors include Mary Parker Follett, Chester Barnard, Abraham Maslow, Kurt Lewin, Renais Likert, and Keith Davis.

Behavioral Science Approach

Behavioral science and the study of organizational behavior emerged in the 1950s and 1960s.

It focused on I) applying conceptual and analytical tools to the problem of understanding and predicting behavior in the workplace. II) Employee personality, attitudes, values, motivation, group behavior, leadership, communication, and conflict, among other issues. Contributors: Douglas McGregor, Herzberg, Likert and others