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9e daft chapter_2_the_evolution_of_management_thinking
1.
MANAGEMENT RICHARD L. DAFT
2.
The Evolution of Management
Thinking CHAPTER 2
3.
chapter2 TUGAS INDIVIDU •
MENCARI JURNAL MANAJEMEN. • TOPIK/ISU/TEMA = BEBAS. – MANAJEMEN SUMBERDAYA MANUSIA – MANAJEMEN OPERASI – MANAJEMEN KEUANGAN – DLL • JURNAL MINIMAL 2011 BERBAHASA INGGRIS. • STABILO = HAL-HAL YANG MENARIK Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 3
4.
chapter2 Pre-test (10
minutes) • What is business? • Explain about the function of management: – Planning – Organizing – Actuacting – Controling • Explain about managerial skill. Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 4
5.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 5 • Understand how historical forces influences the practice of management. • Identify and explain major developments in the history of management thought. • Describe the major components of the classical and humanistic management perspectives. • Discuss the management science perspective and its current use in organizations. • Explain the major concepts of systems theory, the contingency view, and total quality management. • Explain what a learning organization is and why this approach has become important in recent years. • Describe the management changes brought about by a technology-driven workplace, including the role of supply chain management, customer relationship management, and outsourcing. Learning Outcomes
6.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 6 Are You a New-Style or an Old-Style Manager? • Management and managers are undergoing tremendous change • Past strategies are no longer effective in today’s dynamic business environment • History provides perspective and a broader view • Manager can find patterns and insight from history
7.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 7 Management and Organization • Managers must “see the big picture” – Social Forces: culture and values – Political Forces: political and legal institutions and systems – Economic Forces: availability and distribution of resources • Managers must face environmental turbulence
8.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 8 Management Perspectives Over Time
9.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 9 Classical Perspective • The early study of management. • 19th – late 20th Century – Scientific Management – Bureaucratic Organizations – Administrative Principles • Very powerful, gave companies fundamental skill for high productivity – Helped US surge in management techniques
10.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 10 Scientific Management • Frederick Winslow Taylor (1856-1915), father of scientific management • Focus on improving efficiency and labor productivity • Workers could be retooled like machines • Managers would need to change • Incentive systems for meeting standards • Others added to the theories • Lillian M. Gilbreth added a human component to the study
11.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 11 Characteristics of Scientific Management
12.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 12 Bureaucratic Organizations • Max Weber (1864-1920), a German theorist introduced the bureaucratic theories • Rational authority—more efficient and adaptable to change • Selection and advancement would be focused on competence and technical qualifications • The term bureaucracy has taken on a negative tone, associated with endless “red tape”
13.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 13 Characteristics of Weberian Bureaucracy
14.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 14 Administrative Principles • Henri Foyal (1841-1925), French mining engineer and other contributors led the ideas • Foyal wrote down his own management practices • In the text, General and Industrial Management; 14 general principles were outlined • Several of the principles include: – Unity of Command – Division of Work – Unity of Direction – Scalar Chain • Foyal identified five functions of management: Planning, Organizing, Commanding, Coordinating, and Controlling
15.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 15 Humanistic Perspective • Led by Mary Parker Follett and Chester Barnard • Importance of understanding human behaviors: needs, attitudes and social interactions – Human Relations Movement – Human Resources Perspective – Behavioral Sciences
16.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 16 Human Relations Movement • Control comes from the individual worker rather than authoritarian control • The Hawthorne studies found increased output due to managers’ better treatment of employees – Money mattered a great deal – Productivity increased from feelings of importance • Created a focus on positive treatment of employees
17.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 17 Human Resources Perspective • Focus on job tasks and theories of motivation – Reduce dehumanizing or demeaning work – Allow workers to use full potential – Main contributors: Abraham Maslow and Douglas McGregor • Maslow’s Hierarchy of Needs • McGregor’s Theory X/Theory Y • Perspective came from the idea that cows gave more milk when they were more satisfied
18.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 18 Theory X and Theory Y
19.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 19 Behavioral Sciences Approach • Scientific methods that draw from sociology, psychology, anthropology, economics and other disciplines • Focus on human behavior and interaction • Organizational development came from behavioral sciences approach – Applied behavioral sciences to improve organizational health and effectiveness
20.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 20 Management Science Perspective • Developed to meet changing and dynamic environment created from WWII • Engaged mathematics, statistics and quantitative techniques to aid in decision making • Increased study of management led by Peter Drucker • Use of technology and programming for optimizing operations • Introduced new subsets of management: – Operations Research – Operations Management – Information Technology
21.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 21 Recent Historical Trends • Systems Theory. A holistic view of management as a interrelated parts to achieve a common purpose. • Contingency View. Successful resolution of organizational problems depends on situations. • Total Quality Management. Management of the total organization to deliver quality.
22.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 22 The Systems View of Organizations
23.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 23 Contingency View of Management
24.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 24 Total Quality Management • W. Edward Deming, known as the father of the quality movement – US initially scoffed at Deming • During the 1908s and 1990s, quality became a focus to meet global competition • Four key elements of quality management: 1. Employee involvement 2. Focus on customer 3. Benchmarking 4. Continuous improvement
25.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 25 The Learning Organization • Learning aids in the adaptation to change • Peter Senge began the discussion about the learning organization • All employees are engaged in identifying and solving problems • Learning increases the capacity to learn and grow • Move from efficiency to solving problems
26.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 26 Managing the Technology- Driven Workplace • Most work is performed on computers in today’s workplace • Companies use technology to communicate and collaborate • Key technologies in today’s workplace: – Supply Chain Management – Customer Relationship Management – Outsourcing
27.
chapter2 Copyright ©2010 by
South-Western, a division of Cengage Learning. All rights reserved. 27 Supply Chain for a Retail Organization
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