THE PRACTICE OF MANAGEMENT

Margaret Xaira R. Mercado RN

MANAGEMENT
an art of accomplishing things through people (Mary Parker Follet, 1924) Organization & coordination of activities of an enterprise in accordance with certain policies and achievement of defined objectives (BussinessDictionary.com)

MANAGEMENT THEORIES

FREDERICK TAYLOR SCIENTIFIC MANAGEMENT

Started the era of modern management in the late 19th and early 20th centuries. Advocated a change from the old system of personal management to a new system of scientific management. Under PERSONAL MANAGEMENT, a captain of industry was expected to be personally brilliant. Taylor claimed that a group of ordinary men, following a SCIENTIFIC METHOD would out perform the older "personally brilliant" captains of industry.

FREDERICK TAYLOR SCIENTIFIC MANAGEMENT

Taylor believed that the workload would be evenly shared between the workers and management The management performing the science and instruction and the workers performing the labor Each group doing "the work for which it was best suited. Taylor's strongest positive legacy was the concept of breaking a complex task down in to a number of small subtasks, and optimizing the performance of the subtasks.

FREDERICK TAYLOR SCIENTIFIC MANAGEMENT

Taylor's work was strongly influenced by his social/historical period. His lifetime (1856-1915) was during the Industrial Revolution. Taylor turns to "science" as a solution to the inefficiencies and injustices of the period. The concepts of training the workers and developing "a hearty cooperation" represented a significant improvement over the feudal human relations of the time.

FREDERICK TAYLOR SCIENTIFIC MANAGEMENT

Scientific management met with significant success. Taylor's personal work included papers on the science of cutting metal, coal shovel design, worker incentive schemes and a piece rate system for shop management. Scientific management's organizational influences can be seen in the development of the fields of industrial engineering, personnel, and quality control.

HUMAN RELATIONS MOVEMENT HAWTHORNE WORKS EXPERIMENTS

If Taylor believed that science dictated that the highest productivity was found in "the one best way" and that way could be obtained by controlled experiment, Elton Mayo's experiences in the Hawthorne Works Experiments disproved those beliefs

HUMAN RELATIONS MOVEMENT HAWTHORNE WORKS EXPERIMENTS

The Hawthorne Studies started in the early 1920's as an attempt to determine the effects of lighting on worker productivity. Those experiments showed no clear correlation between light level and productivity the experiments then started looking at other factors.

HUMAN RELATIONS MOVEMENT HAWTHORNE WORKS EXPERIMENTS

Working with a group of women, the experimenters made a number of changes, rest breaks, no rest breaks, free meals, no free meals, more hours in the work-day / work-week, fewer hours in the work-day / work-week. Their productivity went up at each change. Finally the women were put back to their original hours and conditions, and they set a productivity record.

HUMAN RELATIONS MOVEMENT HAWTHORNE WORKS EXPERIMENTS

This strongly disproved Taylor's beliefs in three ways. 1st, the experimenters determined that the women had become a team and that the social dynamics of the team were a stronger force on productivity than doing things "the one best way. 2nd, the women would vary their work methods to avoid boredom without harming overall productivity. Finally the group was not strongly supervised by management, but instead had a great deal of freedom.

HUMAN RELATIONS MOVEMENT HAWTHORNE WORKS EXPERIMENTS

While Taylor's impacts were the establishment of the industrial engineering, quality control and personnel departments, the human relations movement's greatest impact came in what the organization's leadership and personnel department were doing. The seemingly new concepts of "group dynamics", "teamwork" and organizational "social systems" all stem from Mayo's work in the mid-1920's.

MAX WEBER BUREAUCRACY

At roughly the same time, Max Weber was attempting to do for sociology what Taylor had done for industrial operations. Viewing the growth of largescale organizations of all types during the late nineteenth and early twentieth centuries, Weber developed a set of principles for an "ideal" bureaucracy.

MAX WEBER BUREAUCRACY

These principles included: fixed and official jurisdictional areas a firmly ordered hierarchy of super and subordination, management based on written records, thorough and expert training, official activity taking priority over other activities and that management of a given organization follows stable, knowable rules.

MAX WEBER BUREAUCRACY

The bureaucracy was envisioned as a large machine for attaining its goals in the most efficient manner possible. Webers principles of an ideal bureaucracy still ring true today and many of the evils of today's bureaucracies come from their deviating from those ideal principles.

HENRI FAYOL ADMINISTRATION

Henri Fayol focuses on the personal duties of management at a much more granular level than Weber did. While Weber laid out principles for an ideal bureaucratic organization Fayols work is more directed at the management layer. Fayol believed that management had five principle roles: to forecast and plan, to organize, to command, to co-ordinate and to control.

HENRI FAYOL - ADMINISTRATION

FORECASTING AND PLANNING was the act of anticipating the future and acting accordingly. ORGANIZATION was the development of the institution's resources, both material and human. COMMANDING was keeping the institutions actions and processes running. CO-ORDINATION was the alignment and harmonization of the groups efforts. CONTROL meant that the above activities were performed in accordance with appropriate rules and procedures.

HENRI FAYOL ADMINISTRATION

Fayols five principle roles of management are still actively practiced today. The author has found "Plan, Organize, Command, Coordinate and Control" written on one than one managers whiteboard during his career.

MOTIVATION THEORIES

MOTIVATION
Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal (businessdictionary.com) In management circles, the most popular explanations of motivation are based on the needs of the individual.

ABRAHAM MASLOW'S HIERARCHY OF NEEDS THEORY

Defined need as a physiological or psychological deficiency that a person feels the compulsion to satisfy. This need can create tensions that can influence a person's work attitudes and behaviors. Theory is based on his definition of need that proposes that humans are motivated by multiple needs and that these needs exist in a hierarchical order.

ABRAHAM MASLOW'S HIERARCHY OF NEEDS THEORY

Maslow's theory is based on the following two principles: Deficit principle: A satisfied need no longer motivates behavior because people act to satisfy deprived needs. Progression principle: The five needs he identified exist in a hierarchy, which means that a need at any level only comes into play after a lower-level need has been satisfied.

HIGHER LEVEL NEEDS

Self-actualization needs
Participation in decision making

TO SATISFY, OFFER:
Creative and challenging work

Job flexibility and autonomy Esteem needs Responsibility of an important job Promotion to higher status job

Praise and recognition from boss

LOWER LEVEL NEEDS

Social needs

TO SATISFY, OFFER:
Friendly coworkers
Interaction with customers Pleasant supervisor

Safety needs

Safe working conditions Job security Base compensation and benefits

Physiological needs

Rest and refreshment breaks Physical comfort on the job Reasonable work hours

HERZBERG'S TWO-FACTOR THEORY FREDERICK HERZBERG

Frederick Herzberg offers another framework for understanding the motivational implications of work environments. 1. Hygiene factors include salary, job security, working conditions, organizational policies, and technical quality of supervision. Although these factors do not motivate employees, they can cause dissatisfaction if they are missing.

HERZBERG'S TWO-FACTOR THEORY FREDERICK HERZBERG

2. Satisfiers or motivators include such things as responsibility, achievement, growth opportunities, and feelings of recognition, and are the key to job satisfaction and motivation. For example: managers can find out what people really do in their jobs and make improvements, thus increasing job satisfaction and performance.

HERZBERG'S TWO-FACTOR THEORY FREDERICK HERZBERG

Following Herzberg's twofactor theory, managers need to ensure that hygiene factors are adequate and then build satisfiers into jobs.

ERG THEORY CLAYTON ALDERFER

ERG (Existence, Relatedness, Growth) theory is built upon Maslow's hierarchy of needs theory. To begin his theory, Alderfer collapses Maslow's five levels of needs into three categories.

ERG THEORY CLAYTON ALDERFER

Existence needs are desires for physiological and material wellbeing. ( In Maslow's model, existence needs include physiological and safety needs) Relatedness needs are desires for satisfying interpersonal relationships. (In Maslow's model, relatedness orrespondence to social needs)

ERG THEORY CLAYTON ALDERFER

Growth needs are desires for continued psychological growth and development. (In Maslow's model, growth needs include esteem and selfrealization needs)

ERG THEORY CLAYTON ALDERFER

Proposes that unsatisfied needs motivate behavior, and that as lower level needs are satisfied, they become less important. Higher level needs, though, become more important as they are satisfied, and if these needs are not met, a person may move down the hierarchy (frustration-regression principle). Managers should provide opportunities for workers to capitalize on the importance of higher level needs.

ACQUIRED NEEDS THEORY DAVID McCLELLAND

Recognizes that everyone prioritizes needs differently. Believes that individuals are not born with these needs, but that they are actually learned through life experiences. McClelland identified three specific needs.

ACQUIRED NEEDS THEORY DAVID McCLELLAND

Three specific needs: Need for achievement is the drive to excel. Need for power is the desire to cause others to behave in a way that they would not have behaved otherwise. Need for affiliation is the desire for friendly, close interpersonal relationships and conflict avoidance.

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