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Principles of Management

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Principles of Management ­ MGT503
VU
Lesson 3.7
CLASSICAL VIEW OF MANAGEMENT
(SCIENTIFIC AND BUREAUCRATIC)
Classical Viewpoint is divided into three parts:
1. Scientific management
2. Bureaucratic management
3. Administrative management
1.
Scientific management:
Scientific management is defined as the use of the scientific method to define the "one best way" for a
job to be done.
Important Contributions:
Frederick W. Taylor is known as the "father" of scientific management. Taylor's work at the Bethlehem
Steel companies motivated his interest in improving efficiency.
a.
Taylor sought to create a mental revolution among both workers and managers by defining clear
guidelines for improving production efficiency. He defined four principles of management.
b.
His "pig iron" experiment is probably the most widely cited example of scientific management.
c.
Using his principles of scientific management, Taylor was able to define the one best way for doing
each job.
d.
Overall, Taylor achieved consistent improvements in productivity in the range of 200 percent. He
affirmed the role of managers to plan and control and of workers to perform as they were
instructed.
Frederick Winslow Taylor (1856-1915) was the first nationally known management thinker. His
"Taylorism" or "scientific management" was a major contribution to business operations as we know them
today. The overview of his studies is given below:
a.
Taylor developed scientific management to counter the problem of
soldiering by workers--deliberately working below full capacity.
b.
Taylor pioneered the time-and-motion study, where by a work task is
broken down into its various motions, is improved by eliminating
unnecessary motions, and then the motions timed to determine optimal
daily production.
c.
Through his four principles of scientific management, Taylor advocated
scientific study of the task to find the best work method rather than
relying on traditional methods handed down from one worker to another.
d.
Taylor successfully implemented his theory at Bethlehem Steel in two
famous studies involving shoveling and pig-iron handling.
e.
Although real and imagined abuses or misuses of scientific management
occurred (leading in one instance to a congressional investigation--and
thereby adding to Taylor's notoriety), Taylor's strong support of science
and his redefining the role of managers remains his primary contribution
to management theory.
Taylor's Four Principles of Scientific Management:
1. Study each part of the task scientifically, and develop a best method to perform it.
2. Carefully select workers and train them to perform a task using the scientifically developed method.
3. Cooperate fully with workers to ensure they use the proper method.
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Principles of Management ­ MGT503
VU
4. Divide work and responsibility so management is responsible for planning work methods using
scientific principles and workers are responsible for executing the work accordingly.
Frank and Lillian Gilbreth (1868-1924 and 1878-1972 respectively):
They did studies aimed at eliminating unnecessary motions and way of reducing task fatigue.
a.
They perfected the time-and-motion study techniques first introduced by
Taylor.
b.
Together they provided the first vocabulary for identifying hand, arm, and
body motions used at work--which they called "Therbligs."
c.
Lillian's doctoral dissertation was published as the book, The Psychology of
Management, one of the first books published on the findings of
psychology in the workplace.
d.
Frank "proved" the value of motion studies in his own construction
company whose productivity was nearly three times better than his
competitors who used the older work methods.
Henry L. Gantt (1861-1919)
One of Taylor's closest associates is best known for his Gantt chart, a graphic aide to planning, scheduling,
and controlling. His other interests included a unique pay incentive system and the social responsibility of
business.
How Do Today's Managers Use Scientific Management?
To understand why scientific management was viewed as such an important development, you need to look
at the times in which Taylor, the Gilbreths, and other scientific management advocates lived.
1.
It was important because it could raise countries' standards of living by making workers more
productive and efficient.
2.
Also, it's important to remember that many of the tools and techniques developed by the scientific
management practitioners are still used in organizations today.
2.
Bureaucratic management:
GENERAL ADMINISTRATIVE THEORISTS
This group of writers focused on the entire organization. They're important for developing more general
theories of what managers do and what constitutes good management practice.
The two most prominent theorists behind the general administrative approach were Henri Fayol and Max
Weber.
1.
Henri Fayol wrote during the same time period as Frederick Taylor. Fayol was the managing
director of a large French coal-mining firm.
a.
His attention was aimed at the activities of all managers.
b.
He described the practice of management as distinct from other typical business functions.
2.
Max Weber (pronounced VAY-BAR) was a German sociologist who wrote in the early part of the
20th century.
a.
He developed a theory of authority structures and described organizational activity based on
authority relations.
b.
He described the ideal form of organization--the bureaucracy, defined as a form of organization
marked by division of labor, a clearly defined hierarchy, detailed rules and regulations, and
impersonal relationships
Max Weber stated 14 principles of management (fundamental or universal truths of management that can
be taught in schools).
It emphasized the need for organizational rationality rather than the owner's whims as a means for
determining how work should be divided into individual work positions and how the work should be
rewarded. Max Weber, the most important early advocate of this approach, argued that too often
organizational decisions and rewards were made because of who the worker was (possibly a relative of the
manager) or who the worker knew rather than on the performance of the worker. Scientific management
focused on the work or the job and how to do it better. Bureaucratic management, on the other hand,
focused on how to structure the organization better so that better overall performance might be achieved.
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Principles of Management ­ MGT503
VU
Max Weber (1864-1920) a well known German sociologist coined the term "bureaucracy" to apply to the
ideal of large organizations operating on a rational basis. Weber's original definition was much different
than the definition of government red tape and bungling usually associated with the term "bureaucracy"
today.
Characteristics of Weber's ideal bureaucracy
The major characteristics of Weber's ideal bureaucracy include:
a.
Specialization of a labor
b.
Formalization of rules and procedures
c.
Impersonality in application of rules and sanctions
d.
Formalization of lines of authority into a hierarchical structure
e.
Formalization of the career advancement process to be based on merit
The timing of Weber's contributions is a little confusing. Although he was a contemporary of Taylor and
others described as "classical contributors," Weber's works weren't translated into English until the 1940s.
Weber's bureaucratic characteristics are still evident in many of today's large organizations--even in highly
flexible organizations of talented professionals where some bureaucratic mechanisms are necessary to
ensure that resources are used efficiently and effectively.
Contribution of the classical viewpoint:
I.  Highlights the need for a scientific approach to management.
II. Points out that work methods often can be improved through study.
III. Identifies a number of important principles that are useful in running organization efficiently.
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Table of Contents:
  1. HISTORICAL OVERVIEW OF MANAGEMENT:The Egyptian Pyramid, Great China Wall
  2. MANAGEMENT AND MANAGERS:Why Study Management?
  3. MANAGERIAL ROLES IN ORGANIZATIONS:Informational roles, Decisional roles
  4. MANAGERIAL FUNCTIONS I.E. POLCA:Management Process, Mistakes Managers Make
  5. MANAGERIAL LEVELS AND SKILLS:Middle-level managers, Top managers
  6. MANAGEMENT IDEAS: YESTERDAY AND TODAY, Anthropology, Economics
  7. CLASSICAL VIEW OF MANAGEMENT:Scientific management
  8. ADMINISTRATIVE VIEW OF MANAGEMENT:Division of work, Authority
  9. BEHAVIORAL THEORIES OF MANAGEMENT:The Hawthorne Studies
  10. QUANTITATIVE, CONTEMPORARY AND EMERGING VIEWS OF MANAGEMENT
  11. SYSTEMíS VIEW OF MANAGEMENT AND ORGANIZATION:Managing Systems
  12. ANALYZING ORGANIZATIONAL ENVIRONMENT AND UNDERSTANDING ORGANIZATIONAL CULTURE
  13. 21ST CENTURY MANAGEMENT TRENDS:Organizational social Responsibility
  14. UNDERSTANDING GLOBAL ENVIRONMENT WTO AND SAARC
  15. DECISION MAKING AND DECISION TAKING
  16. RATIONAL DECISION MAKING:Models of Decision Making
  17. NATURE AND TYPES OF MANAGERIAL DECISIONS:Decision-Making Styles
  18. NON RATIONAL DECISION MAKING:Group Decision making
  19. GROUP DECISION MAKING AND CREATIVITY:Delphi Method, Scenario Analysis
  20. PLANNING AND DECISION AIDS-I:Methods of Forecasting, Benchmarking
  21. PLANNING AND DECISION AIDS-II:Budgeting, Scheduling, Project Management
  22. PLANNING: FUNCTIONS & BENEFITS:HOW DO MANAGERS PLAN?
  23. PLANNING PROCESS AND GOAL LEVELS:Types of Plans
  24. MANAGEMENT BY OBJECTIVE (MBO):Developing Plans
  25. STRATEGIC MANAGEMENT -1:THE IMPORTANCE OF STRATEGIC MANAGEMENT
  26. STRATEGIC MANAGEMENT - 2:THE STRATEGIC MANAGEMENT PROCESS
  27. LEVELS OF STRATEGIES, PORTERíS MODEL AND STRATEGY DEVELOPMENT (BCG) AND IMPLEMENTATION
  28. ENTREPRENEURSHIP MANAGEMENT:Why Is Entrepreneurship Important?
  29. ORGANIZING
  30. JOB DESIGN/SPECIALIZATION AND DEPARTMENTALIZATION
  31. SPAN OF COMMAND, CENTRALIZATION VS DE-CENTRALIZATION AND LINE VS STAFF AUTHORITY
  32. ORGANIZATIONAL DESIGN AND ORGANIC VS MECHANISTIC VS VIRTUAL STRUCTURES
  33. LEADING AND LEADERSHIP MOTIVATING SELF AND OTHERS
  34. MASLOWíS NEEDS THEORY AND ITS ANALYSIS
  35. OTHER NEED AND COGNITIVE THEORIES OF MOTIVATION
  36. EXPECTANCY, GOAL SETTING AND RE-ENFORCEMENT THEORIES
  37. MOTIVATING KNOWLEDGE PROFESSIONALS LEADERSHIP TRAIT THEORIES
  38. BEHAVIORAL AND SITUATIONAL MODELS OF LEADERSHIP
  39. STRATEGIC LEADERSHIP MODELS
  40. UNDERSTANDING GROUP DYNAMICS IN ORGANIZATIONS
  41. GROUP CONCEPTS, STAGES OF GROUP DEVELOPMENT AND TEAM EFFECTIVENESS
  42. UNDERSTANDING MANAGERIAL COMMUNICATION
  43. COMMUNICATION NETWORKS AND CHANNELS EFFECT OF ICT ON MANAGERIAL COMMUNICATION
  44. CONTROLLING AS A MANAGEMENT FUNCTION:The control process
  45. CONTROLLING ORGANIZATIONAL PERFORMANCE THROUGH PRODUCTIVITY AND QUALITY