APPROACHES TO MANAGEMENT CLASSICAL APPROACHES SCIENTIFIC MANAGEMENTAL REVOLUTION

APPROACHES TO MANAGEMENT

CLASSICAL APPROACHES SCIENTIFIC MANAGEMENTAL REVOLUTION BUILD A BODY OF KNOWLEDGE – SEPARATE PLANNING AND DOING – ONE BEST WAY - TIME & MOTION STUDIES – SELECT AND TRAIN – REWARD FOR PERFORMANCE – COOPERATE

CLASSICAL APPROACHES GENERAL ADMINISTRATION HENRI FAYOL – 14 PRINCIPLES – UNIVERSAL APPLICATION

CLASSICAL APPROACHES GENERAL ADMINISTRATION IDEAL BUREAUCRACY - WEBER – Division of labor – Authority and hierarchy – Formal rules and regulations – Impersonality – Career orientation

BEHAVIOR APPROACHES HUMAN RELATIONS HAWTHORNE STUDIES - MAYO ACCEPTANCE AUTHORITY THEORY X, THEORY Y BARNARD - COMMUNICATIONS

BEHAVIOR APPROACHES HUMAN RESOURCES HUMANS ARE VALUABLE ASSETS HUMAN ASSET ACCOUNTING

QUANTITATIVE APPROACHES OPERATIONS MANAGEMENT SCIENCE

“NEWER” APPROACHES PROCESS APPROACH SYSTEMS APPROACH CONTINGENCY THEORY

JAPANESE MANAGEMENT PARTICIPATION LIFE-LONG EMPLOYMENT

THEORY Z PARTICIPATION – Japanese Society = Homogeneous – U. S. Society = Heterogeneous LIFE-LONG EMPLOYMENT – In Japan, Japanese, male, under 55

TOTAL QUALITY MANAGEMENT CUSTOMER FOCUS CONTINUAL IMPROVEMENT QUALITY MEASUREMENT - SPC EMPOWERMENT

TQM “failed? ” ONLY PHYSICAL QUALITY ONLY CONTINUAL IMPROVEMENT ONLY MEASUREMENT - SPC ONLY EMPOWERMENT ONLY EMPLOYEE INVOLVEMENT

EMPOWERMENT? SAME AS “PROPER” DELEGATION OF AUTHORITY? PROBLEM WHEN IT BECOMES A “PROGRAM” – WORKSHOP – NOTEBOOK – NOT PART OF COMPANY LIFE

RE-ENGINEERING? COMPLETELY RE-DESIGN – STUDY – “RATIONALIZE” USED AS: – EXCUSE TO FIRE PEOPLE? – CUT “ACROSS THE BOARD? ”

THEME: HISTORY USEFUL CONCEPTS IN EVERY APPROACH PROBLEMS WHEN – APPLIED AS THE ANSWER – APPLIED ONE PART – APPLIED INCORRECTLY – BECAME A FAD

THEME: HISTORY UNDERSTAND THEORIES, CONCEPTS, TOOLS APPLY PROPERLY – – – WHEN WHERE WHY HOW WHEN/WHY TO NOT APPLY