MD4003

MANAGEMENT,
THEORY & PRACTICE

David Forrest
Dforrest2@uclan.ac.uk
Introduction

Introduction to Management & Organisations
Pre-scientific management
Scientific management

What is Management?

Is Management Leadership?

Ricky Gervais The Office 2001
(Start at 19 minutes in. )

Doing things right rather than doing the right
thing.
What is an Organisation?
A group of people sharing a common goal
(strategy?)

History of Organisations
Until the end of the Victorian era the only
large organisations were the Catholic church
and National armies. (Grant.)
Only large commercial organisations were
Trading Companies such as Dutch East India
Company and the British East India Company
(Grant.)
The Size Problem
Size introduces specialization and division of
labour (e.g. Adam Smiths pin factory.)
But this increases the need for coordination
and control a hierarchy. Management?
Hierarchy then develops Bureaucracy (Weber
and Fayol.)
Bureaucracy?
The rise of the modern corporation
Span of control (Concept originally came from
the military.)
How many people report to the person above
them.
1:3 originally
Now 1:10 ?? (Flatter organisations, Use of IT)
Developments in Management Science

Military Influence (Still there.)
The rise of scientific management
Pre-Scientific Management A
Victorian Work Scene!
Scientific Management Frederick
Taylor
Scientific Management Frederick
Taylor
Very influential (even today, work study, time
control in call centres.)

Negative aspects:

Charlie Chaplin "Modern Times." (1936)



Scientific Management Henri Fayol
Scientific Management Henri Fayol
(Handy)
Henri Fayol
Scientific Management Thomas
Watson - IBM
Scientific Management Frederick Taylor

Week 2 Developments in Management
Science
Note the inverted commas!
(Classical/Scientific, 1900's -)
Human Relations, 1920's
Systems, 1940's -
Contingency, 1970 -

Pre-Scientific Management A
Victorian Work Scene!
Pre-Scientific Management A
Crimean War Scene (1850s) !
Classical/Scientific, 1900's -

Key Factors: Organisation , Division of labour
Work Study, Productivity, Span of Control
Key Workers: Frederick Taylor (Bethlehem
Steel, work study approach), Henri Fayol
(French, Fayol's wheel)
Influences: Military, Scientific

Human Relations, 1920's -

Key Factors: Encourage cooperation, Work group
participation
Individual wants and needs, Work group behaviour.
Key workers: Elton Mayo (Hawthorne
experiment- founder of HR school), Maslow
(Psychologist, Hierarchy of Needs), Hertzberg (2 factor
theory, 1959 (Motivational factors and hygiene
factors)) McGregor,1960, (Theory X and Y);
Key Influences: Social psychology, sociology


Maslow
Herzbergs Two Factor Theory
Herzbergs Two Factor Theory
Herzbergs Two Factor Theory

Hygiene or maintenance factors presence
prevents dissatisfaction but does not
motivate.

Motivational factors motivate!
Systems, 1940's

Key Factors: Combines Classical and HR
schools , People + task + technology,
organisation as a socio-technical system.
Key workers: Burns (UK, Scottish companies.)
Trist (UK, Tavistock Institute, coal mine studies
etc)); Joan Woodward ( UK, Studies of small
manufacturing organisations,
Key influences: Mathematics, operations
research, systems engineering


Contingency, 1970 -

Key Factors: No one right-way. Adjust
management style to suit situation.
Key workers: Fiedler; span of control,
technology etc.); Blake & Mouton (Managerial
Grid) (Concern for people versus Concern for
results.)

Blake & Mouton Managerial Grid
http://www.coachingcosmos.com
Observation of managers
Henry Mintzberg - Management roles,1973.


Week 3 Developments in Management
(Continued Some extra concepts)

Bureaucracy
Middle Management
Post modernist management
Bureaucracy (Max Weber)
Common in large organisations and can be
very effective.
Clear cut division of duties and high degree of
specialisation.
Rules and regulations give uniformity of
outcomes.
Staff are lifelong employees, selected on
technical ability with an impersonal approach.
Bureaucracy
Problems:
Initiative stifled
Inward looking and not customer focussed.
Webers Iron Cage. (Impersonal organisation
ruled by a small oligarchy.)

Middle Managers (Floyd & Wooldridge,1996)
Often seen as a problem.
Gatekeepers i.e. Resistant to change
More recent view sees them as:
Translators of strategy
Important bridging role as advisors for senior
management.
Key agent s for change
(Often now retained rather than dismissed!)

Post modernism (Mullins)
A somewhat, ill-defined and over used term!
Rejection of rational approaches. Free flowing,
flexible structures to cope with changing
business structures. (Clegg and Watson quoted in
Mullins)
E.g Tom Peters Thriving on Chaos.
Is it a useful, understandable concept?

Week 4 Business & Corporate level
strategy - CULTURE

Culture - Internal factor, important in
understanding history and culture which can
help or hinder strategy.

Fits in with Resource Based View (RBV) of
corporate strategy as opposed to the
Positioning view e.g. Porters 5 forces.


The Boiled Frog (Handy, I think!)
Exhibit 5.2 Strategic Drift (Johnson & Scholes)
(J & S)
Exhibit 5.4 Cultural frames of reference
Culture
Basic assumptions and beliefs, shared by
members of an organisation. (Schein)

The way we do things round here!

Culture is difficult to manage BECAUSE it is
taken for granted

Culture (Definitions)
In German (& Finnish) kultur the intellectual side
of civilisation but without English connotations of
snobbery.

Chinese (& Japanese) bunka the skilled
production of artefacts after a master of the craft.
(from Holden . N, 2002)

International Cultures (Hofstede)
Hofstede studied International employees of IBM.
Identified 4 key characteristics:
Power Distance measure of equality
Uncertainty avoidance need to control the future.
Individualism as opposed to collectivism.
Masculinity/Femininity
(Masculinity=ambition,quantity,money.)
(Feminity = personal relationships,environment,quality.)

ORGANISATIONAL CULTURE. (Handy)
Power culture (Spider web) e.g.
entrepreneurial & small
Role culture (Greek Temple) e.g. large co.,
bureaucracy
Task Culture (Matrix) e.g. software project
Person culture (Galaxy of stars large &
small!) e.g. University.

Exhibit 5.5 Culture in four layers
PARADIGM - meaning
PARADIGM A set of assumptions, concepts,
values, and practices that constitutes a way of
viewing reality for the community that shares
them, especially in an intellectual discipline.

But also note PARADIGM SHIFT

Exhibit 5.7 The cultural web of an organisation
Cultural Web
Routines daily way we do things round here
Rituals Birthdays, submarine Perisher course,
Friday drinks session, initiation rites
Stories- what so and so would have done.
Symbols cars, titles. Medical consultants
described patients as Clinical Material
Power structures often informal -who lunches,
who socialises
Org. structure the organogram (e.g. line versus
matrix.)
Control systems power and rewards