MAPIO 17-18 Week 2 The Evolution of

Management Thinking

LEAD

MANAGING
PEOPLE IN
DEVELOP ORGANISATIONS MOTIVATE
(MAPIO)
2017-18

CHANGE

J. Karas, 2017

THE EVOLUTION OF MANAGEMENT

COMPULSORY READING:
Mullins 2016 chapter 2

KEY POINTS MAPIO

A Very Brief History Lesson

An Essential Overview of Main Approaches

Classical/Rationalist School
Human Relations/Behaviourist School
Integrative Approaches : Systems Theory/ Contingency
Theory

Contemporary Context/Application

MapioW2/Karas17-18/Slide No.2

A VERY BRIEF HISTORY LESSON MAPIO

Pre-Modern
Agriculture and medieval guilds

UK Industrial Revolution (Late C18/Early C19)

New technologies, complex organisation, direct supervision by
owners (new role of the manager), piece rates, economics of scale

Early Pioneers
Shelburne 1766 / Adam Smith 1776 buttons and pins
Owen (1771-1858) working conditions, wages, hours, meals
the most important experiment for the happiness of the human race
that has yet been instituted in any part of the world

Quest for The One Best Way (Late C19)

Performance, competitiveness, management authority

MapioW2/Karas17-18/Slide No.3

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MAPIO 17-18 Week 2 The Evolution of
Management Thinking

A SUMMARY OF MAIN APPROACHES MAPIO

(Mullins 2016 (adapted))

CLASSICAL HUMAN SYSTEMS CONTINGENCY

RELATIONS
Purpose Social factors Integration of No one best
Structure Groups classical/human design
Hierarchy Leadership relations Structure,
Technical Informal Socio-technical management
requirements organisation system and success
Within external dependent on a
Common Behaviour of
environment range of
principles people
variables
e.g. e.g. e.g. e.g.
Bureaucracy Behaviourism Inputs Situational
Scientific Hawthorne factors
Management Studies (Mayo) Transformation Economic
Taylorism environment
Outputs
Fordism Industry/sector
McDonaldization differences

MapioW2/Karas17-18/Slide No.4

CLASSICAL/RATIONALIST SCHOOL MAPIO

Command and Control

Common Propositions
Organisations are rational entities
Scientific design
People are economic beings
Managers plan, workers work

Scientific Management
Control of Production
(Taylor 1911)
Goals : Efficiency, predictability, control
Thru : Time/motion/method
Leading to division of work/ responsibility
Reducing Soldiering natural/systematic

Managers THEORY X PERSPECTIVE (McGregor 1960)

MapioW2/Karas17-18/Slide No.5

Classical School (2) MAPIO

Bureaucracy (Weber 1964)

Specialisation, hierarchy, rules, impersonality

Fordism (assembly-line working)

Mass production/standardization : A method for the efficient production of
one thing (Sabel 1982)
Assembly line working moving the work to the men rather than the
reverse (Sabel 1982)
Task specialisation/depersonalised control The System

McDonaldization (Ritzer 1983)

Efficiency
Calculability
Predictability
Control

MapioW2/Karas17-18/Slide No.6

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MAPIO 17-18 Week 2 The Evolution of
Management Thinking

Classical School (3) MAPIO

GENERAL THEORY OF MANAGEMENT

Administration industrielle et gnrale (Fayol 1916)

Functions of Management 14 Principles of Management

Planning Including, e.g.
Organising Division of work
Staffing Authority and responsibility
Directing Discipline
Unity of command
Co-ordinating
Unity of direction
Controlling
Subordination
Remuneration
Equity
Esprit de corps

MapioW2/Karas17-18/Slide No.7

Limitations of Classical Approaches MAPIO

Adam Smith : disastrous effect on workers mental

capabilities, judgments and sentiments

Alienation (Blauner 1964)

Powerlessness
Meaninglessness
Isolation
Self-estrangement

Exploitation of the worker? (Marxism)

Dehumanising/deskilling/loss of individuality : workers as
machines
Principle of universality?
Perspective of stability

MapioW2/Karas17-18/Slide No.8

HUMAN RELATIONS/ MAPIO

BEHAVIOURIST SCHOOL
To Facilitate and Empower

Common Propositions
Social context of work
Quest for job satisfaction/productivity
Attention to informal organisation
Psychological and social needs

Managers THEORY Y PERSPECTIVE (McGregor 1960)

MapioW2/Karas17-18/Slide No.9

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MAPIO 17-18 Week 2 The Evolution of
Management Thinking

Human Relations School (2) MAPIO

HAWTHORNE STUDIES
(Mayo et al 1924-32)

Experiment e.g. lighting, pay, breaks

Observation work groups, interaction, norms and sanctions
rate-busters, chisellers, squealers
Interviews social and other variables

leading to
Increased productivity
Hawthorne Effect of being studied
Impact on group selection, consultation, information
Importance of group dynamics and social pressures

MapioW2/Karas17-18/Slide No.11

Human Relations School (3) MAPIO

Hawthorne Findings
Work is a social/group activity
Importance/influence of informal groups
Need for group belonging/status (conformity)
Attitudes/efficiency conditioned by social control
thus
Encouragement of workgroups as a unit
From authoritarian to democratic supervision (encouragement,
empowerment, coaching)
Use incentives to condition behaviour

Limitations of Human Relations Approach

Lacking precision
Subjectivity
Individuality
Ethnocentricity

MapioW2/Karas17-18/Slide No.11

INTEGRATIVE APPROACHES MAPIO

Open-Systems Approach
e.g. Katz and Kahn 1978
Inputs Transformation Outputs

Structured to accommodate unique problems/opportunities

Continual interaction with external environment
Interdependent sub-systems multiple channels of interaction

Contingency (Situational) Approaches

e.g. Lawrence and Lorsch 1967
No one optimum state (cf. one best way)
Org. structure and success contingent on changing situational/ contextual
factors, e.g.
Economic/market conditions
Nature of industry/sector

MapioW2/Karas17-18/Slide No.12

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MAPIO 17-18 Week 2 The Evolution of
Management Thinking

CONTEMPORARY CONTEXTS MAPIO

Scientific Management
emphasises control, low trust
still evident in call centres, fast food, service industries, mass
production, etc.

Human Relations
emphasises self-motivation and autonomy, high trust
evident in workplace welfare, group- and team-working,
democratisation of supervision, etc.

Systems Approach
operations management, process improvement, performance
measurement, metrics

Contingency Approaches
globalisation, diversity, multi-culturalism, pace of change, impact of
technology
MapioW2/Karas17-18/Slide No.13

SEMINAR PREPARATION MAPIO

FOR NEXT WEEK

Review the mini-case Scientific Management at
Ford Motor Company on page ssp[22] of your
Student Study Pack
AND
Prepare answers to the questions on pages
ssp[23]-ssp[24]

Be prepared to discuss your answers.

In class, we will focus on the development of
recommendations to address the issues identified.

MapioW2/Karas17-18/Slide No.14

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