The Evolution of

Management Thought

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 SUBTOPIC
2.1 Scientific Management Theory
2.1.1 Job Specialization and Division of Labor
2.1.2 F.W. Taylor and Scientific Management
2.2 Administrative Management Theory
2.2.1 Fayol’s Principles of Management
2.3 Behavioral Management Theory
2.3.1 Mary Parker Follett
2.3.2 The Hawthorne Studies and Human Relations
2.3.3 The Theory X and Y
2.4 Organizational Environment Theory
2.4.1 The Open-Systems View
2.4.2 Contingency Theory

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 2.1
Scientific Management
Theory

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 Scientific Management Theory
Figure 2.1 The Evolution of Management Theory

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 Job Specialization and the Division of
Labor (1 of 2)
Adam Smith (18th-century
economist)
• Observed that firms
manufactured pins in
one of two different
ways:
Smith found that the
performance of the factories
in which workers specialized
in only one or a few tasks
was much greater than the
performance of the factory in
which each worker performed
all 18 pin-making tasks.

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 Job Specialization and the Division of
Labor (2 of 2)
Job specialization
• Process by which
a division of labor
occurs as different
workers specialize
in different tasks
over time
• Factory lines

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 F.W. Taylor and Scientific
Management
Scientific
management
• The systematic
study of the
relationships
between people
and tasks for the
purpose of
redesigning the
work process to
increase efficiency
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 Principles of Scientific Management (1
of 2)
1. Study the way workers
perform their tasks,
gather all the informal
job knowledge that
workers possess, and
experiment with ways
of improving how tasks
are performed.

2. Codify the new

methods of performing
tasks into written rules
and standard
operating procedures.

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 Principles of Scientific Management (2
of 2)
3. Carefully select workers
who possess skills and
abilities that match the
needs of the task, and train
them to perform the task
according to the
established rules and
procedures

4. Establish a fair or
acceptable level of
performance for a task, and
then develop a pay system
that provides a reward for
performance above the
acceptable level

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 Problems with Scientific
Management
Many workers experiencing the reorganized
work system found that as their
performance increased, managers
required that they do more work for the
same pay.

Scientific management brought many

workers more hardship than gain and a
distrust of managers who did not seem to
care about workers’ well-being.
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 Administrative Management Theory (1
of 5)
Administrative
management
• The study of how to
create an
organizational
structure and control
system that leads to
high efficiency and
effectiveness
• Max Weber
• Henri Fayol

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 Table 2.1 Fayol’s Principles of
Management (1 of 2)

Principle Description

Division of labor Job specialization and the division of labor should increase efficiency,
especially if managers take steps to lessen workers’ boredom.
Authority and responsibility Managers have the right to give orders and the power to exhort subordinates
for obedience.
Unity of command An employee should receive orders from only one superior.

Line of authority The length of the chain of command that extends from the top to the bottom
of an organization should be limited.
Centralization Authority should not be concentrated at the top of the chain of command.

Unity of direction The organization should have a single plan of action to guide managers and
workers.
Equity All organizational members are entitled to be treated with justice and respect.

Order The arrangement of organizational positions should maximize organizational

efficiency and provide employees with satisfying career opportunities.

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 Table 2.1 Fayol’s Principles of
Management (2 of 2)
Principle Description

Initiative Managers should allow employees to be innovative and creative.

Discipline Managers need to create a workforce that strives to achieve organizational

goals.

Remuneration of personnel The system that managers use to reward employees should be equitable for
both employees and the organization.

Stability of tenure of personnel Long-term employees develop skills that can improve organizational efficiency.

Subordination of individual Employees should understand how their performance affects the performance
interests to the common of the whole organization.
interest
Esprit de corps Managers should encourage the development of shared feelings of camaraderie,
enthusiasm, or devotion to a common cause.

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 Behavioral Management Theory (1 of 2)

Behavioral management
• The study of how managers should personally
behave to motivate employees and
encourage them to perform at high levels and
be committed to the achievement of
organizational goals

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 Behavioral Management Theory (2 of 2)

Mary Parker Follett

• Concerned that Taylor ignored
the human side of the
organization
• Suggested workers help in
analyzing their jobs
• Suggested if workers have
relevant knowledge of the task
they should
be in control of the work
process

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 The Hawthorne Studies and
Human Relations (1 of 5)
• Studies of how
characteristics of the
work setting affected
worker fatigue and
performance at the
Hawthorne Works of
the Western Electric
Company from 1924-
1932
• Worker productivity
measured at various
levels of light
illumination

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 The Hawthorne Studies and
Human Relations (2 of 5)
Hawthorne effect
• Workers’ performance affected by their
attitudes about their managers
• Led to the human relations movement

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 The Hawthorne Studies and
Human Relations (3 of 5)
Human relations movement
• A management approach that advocates the
idea that supervisors should receive
behavioral training to manage subordinates in
ways that elicit their cooperation and increase
their productivity

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 The Hawthorne Studies and
Human Relations (4 of 5)
Behavior of managers and workers in the
work setting is as important in explaining the
level of performance as the technical
aspects of the task
Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance

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 The Hawthorne Studies and
Human Relations (5 of 5)

Informal organization
• The system of behavioral rules and
norms that emerge in a group

Organizational behavior
• The study of the factors that have an
impact on how individuals and groups
respond to and act in organizations
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 Theory X and Theory Y (1 of 2)
Douglas McGregor proposed
two different sets of
assumptions about workers.
Theory X
• A set of negative
assumptions about
workers that leads to the
conclusion that a
manager’s task is to
supervise workers closely
and control their behavior
• Assumes the average
worker is lazy, dislikes
work, and will try to do
as little as possible

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 Theory X and Theory Y (2 of 2)
Theory Y
• A set of positive assumptions about workers that leads to the
conclusion that a manager’s task is to create a work setting that
encourages commitment to organizational goals and provides
opportunities for workers to be imaginative and to exercise
initiative and self-direction
• Assumes workers are not inherently lazy, do not naturally dislike work, and
will do what is good for the organization

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 Figure 2.3: Theory X vs. Theory Y

THEORY X THEORY Y

The average employee is lazy, Employees are not inherently lazy.

dislikes work, and will try to do as Given the chance, employees will do
what is good for the organization.
little as possible.
To allow employees to work in the
To ensure that employees work organization’s interest, managers
hard, managers should closely must create a work setting that
supervise employees. provides opportunities for workers to
exercise initiative and self-direction.
Managers should create strict
work rules and implement a well- Managers should decentralize
defined system of rewards and authority to employees and make
punishments to control sure employees have the resources
employees. necessary to achieve organizational
goals.

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 Example: Southwest Airlines

Southwest’s leadership cites their Theory Y

culture as a driving force.
Inspired by co-founder and former CEO, Herb
Kelleher, Southwest Airlines emphasizes a
culture of fun, creativity, and camaraderie.
Southwest employees note how Kelleher
maintained an open-door policy of contact,
which enabled him to stay in touch with
problems facing the airline and to find
solutions faster.
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 Organizational Environment Theory
Organizational
environment
• The set of forces and
conditions that
operate beyond an
organization’s
boundaries but affect
a manager’s ability
to acquire and utilize
resources
• Raw materials to
produce goods

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 The Open-Systems View (1 of 4)

Open system
• A system that takes resources for its external
environment and transforms them into goods
and services that are then sent back to that
environment where they are bought by
customers

Figure 2.4 The

Organization as
an Open System

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 The Open-Systems View (2 of 4)
The organization acquires
resources such as raw
Input stage materials, money, and skilled
workers to produce goods and
services.

Inputs are transformed into

Conversion stage outputs of finished goods and
services.

Finished goods are released to

Output stage the external environment.

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 The Open-Systems View (3 of 4)

Closed system
• A self-contained system that is not affected by
changes in its external environment
• Likely to experience entropy
• The tendency to lose its ability to control itself and, thus,
dissolve and disintegrate

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 The Open-Systems View (4 of 4)
Synergy
• The performance gains
that result from the
combined actions of
individuals and
departments
• Possible only in an
organized system
• Teams composed of
people from various
departments in
decision-making

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 Contingency Theory (1 of 2)

Contingency theory
• Contingency theory is the idea that the
organizational structures and control systems
managers choose depend on characteristics
of the external environment in which the
organization operates.
• “There is no one best way to organize.”
• Rapidly changing environments create a
greater need for managers to respond quickly
and effectively.
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 Contingency Theory (2 of 2)
Figure 2.5 Contingency Theory of Organizational Design

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 Type of Structure (1 of 2)

Mechanistic structure
• An organizational structure in which authority
is centralized, tasks and rules are clearly
specified, and employees are closely
supervised
• Most efficient in a stable environment
• McDonald’s Restaurants

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 Type of Structure (2 of 2)

Organic structure
• An organizational structure in which authority
is decentralized to middle and first-line
managers, and tasks and roles are left
ambiguous to encourage employees to
cooperate and respond quickly to the
unexpected
• Most efficient in a rapidly changing
environment
• Google, Apple, 3M

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