Traditional and Contemporary Issues & Challenges Chapter 2

1. Traditional and Contemporary Issues & Challenges Chapter 2

2. Opening Incident The web site for the Retail Council of Canada includes coverage of issues and current events in the ever-changing Canadian retail sector. Http://www.retailcouncil.org Eaton’s is no longer a dominant player in the retail industry. The big question is whether the company will survive and, if so, in what form.

3. Development of Management Theories Behavioural Management Perspective Integrating Perspective Pre-classical contributions Classical Management Perspective Quantitative Management Perspective

4. Classical Management Perspective Approaches Advocates

5. Behavioural Management Perspective Hawthorne Studies 1927-32 Human Relations Movement Theory X Theory Y Organizational Behaviour

6. Theory X and Theory Y • Theory Y Assumptions • 1. People like work. • 2. People are internally motivated to reach objectives. • 3. People seek & accept responsibility • People are innovative • People are bright Theory X Assumptions 1. People dislike work & avoid it. 2. Managers must control, direct, coerce, & threaten employees to get them to work. 3. People prefer to be directed and have little ambition.

7. Quantitative Management Perspective Management Science– focuses on models, equations, & similar representations of reality Operations Management– a form of applied management science

8. Integrating Perspective for Managers Classical Management Perspective Behavioural Management Perspective Quantitative Management Perspective Systems Approach - Recognition of internal interdependencies - Recognition of environmental influences • Contingency Perspective • Recognition of situational nature of management • - Response to particular characteristics of situation Effective & Efficient Management

9. Contemporary Management Challenges • Globalization of business • Quality & productivity • Ownership • Ethics & social responsibility • Workforce diversity • Greater change • Empowerment