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Brief Historical Perspective of Management Thought

Brief Historical Perspective of Management Thought. Scientific Management (Frederick Taylor) Objective is to improve the productivity of the individual worker Develop a science for each aspect of individual’s job Find the one best way to perform a task Time & motion studies

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Brief Historical Perspective of Management Thought

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  1. Brief Historical Perspective of Management Thought • Scientific Management (Frederick Taylor) • Objective is to improve the productivity of the individual worker • Develop a science for each aspect of individual’s job • Find the one best way to perform a task • Time & motion studies • “Science of shoveling” • Motivate employees through $$ • Standard amount of production is set • Going above the standard earns you more money

  2. Historical Perspective of Management Thought (cont.) • Bureaucratic Management (Weber) • In an industrialized economy, how can we manage organizational growth & size? • How can we make sure the overall system is supporting the organization's goals? • Reduce opportunities for individuals to take advantage of organization

  3. Bureaucratic Management • How to do the above? • Strict hierarchy (pyramid shape) • Formal rules & procedures • Eliminate autonomy and discretion • Impersonal organization (minimize the impact of personalities and personal preferences)

  4. Chalk board

  5. Historical Perspective of Management Thought (cont.) • Human Relations & Behavioral Era • Hawthorne Studies • Human behavior is not necessarily “rational” • Employee needs & attitudes influence behavior • Soliciting employee opinions contributes to feeling of importance and can lead one to work harder • Maslow, Herzberg, Hackman & Oldham

  6. Employee Motivation • What is it? • Why is it important? • Can you influence the level of work motivation in your employees? • How? • What approaches can be considered?

  7. Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self-Directed Theory Y Workers Enjoy Work Accept Responsibility Chapter 6

  8. Herzberg Survey Scoring • Hygiene score • Sum your responses to questions 2, 5, 6, 8, 9, & 12 • Motivator score • Sum your responses to questions 1, 3, 4, 7, 10, & 11

  9. Herzberg’s Two-Factor Theory • KITA versus “true” motivation • Short-term movement versus long-term motivation • Job enrichment is an attempt to instill an internal generator in the employee • Studies of Herzberg’s theory have included employees working in a variety of industries and jobs • Accountants, engineers, nurses, military officers, and others

  10. Hygiene Factors • Work environment & target basic needs • Range from dissatisfaction to no dissatisfaction • The presence of hygiene cannot lead to satisfaction or high levels of motivation • Perception that hygiene is an entitlement

  11. Hygiene Factors (cont) • Salary • Can it ever be enough? • Benefits • Health care costs, premium sharing • Company policy & administration • Work conditions • Office space, equipment, etc.

  12. Motivator Factors • Motivators • Tap needs for psychological growth • Job content: The work itself • Lead to high levels of employee motivation and satisfaction

  13. Motivator Factors (cont) • Examples • Recognition • Responsibility • Achievement • Growth and learning

  14. Herzberg’s Two-Factor Theory Hygiene Factors (lower order needs) Motivator Factors (higher order needs) • Salary • Company policies • Working conditions • Benefits • Job security • Career Advancement • Personal growth • Recognition • Responsibility • Achievement 0 Job Satisfaction High Job Dissatisfaction High Chapter 6

  15. Principles of Job Enrichment • Removing some controls & retain accountability • Reduce the percentage of proofreading • Taps responsibility & achievement • Increasing employee accountability • Subordinates sign their own work • Taps responsibility & recognition • Psychological ownership

  16. Principles of Job Enrichment (cont.) • Enabling one to become a topic expert • Taps achievement, responsibility, growth • Competence • Make organizational reports available to all • Revenue, expenses, projections, trends, customer satisfaction reports • Taps responsibility, recognition, growth

  17. Job Enrichment Outcomes & Issues • Employees are internally motivated (internal generator) versus externally moved • Enriching jobs (Motivators) can be significantly less expensive in comparison to hygiene • Supervisors can focus more on the future (planning) as opposed to the past (checking work) • Expect and initial drop in quantity of work, followed by an increase in quantity and quality. • In general, who would be more willing to consider job enrichment strategies: a manager holding Theory X or Theory Y assumptions?

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