Chap 2 - Principles of Management and Organizational Approaches môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Chap 2:
1.Classical management approaches: People at work rationally consider opportunities made
available to them & do whatever is necessary to achieve the greatest personal & monetary gain
Scientific management (Frederick Taylor): emphasizes careful selection & training of workers & supervisory support. 4 guiding principles:
1. Develop for every job a “science” that includes rules of motion, standardized work
implements, & proper working conditions.
2. Carefully select workers with the right abilities for the jobs.
3. Carefully train workers to do the job & give them the proper incentives to cooperate with the job “science”.
4. Support workers by carefully planning their work & by smoothing the way as they go about their jobs.
Administrative principles (Henri Fayol): 5 “rules” of management:
1. Foresight – to complete a plan of action for the future.
2. Organization – to provide & mobilize resources to implement the plan.
3. Command – to lead, select, & evaluate workers to get the best work toward the plan.
4. Coordinate – to fit diverse efforts together & to ensure information is shared & problems solved.
5. Control – to make sure things happen according to plan & to plan necessary corrective action.
3 “principles” to guide managers in action:
1. Scalar chain principle – there should be a clear & unbroken line of communication from
the top to the bottom in the organization.
2. Unity of command principle – each person should receive orders from only one boss.
3. Unity of direction principle – one person should be in charge of all activities that have the same performance objective.
Bureaucratic organization (Max Weber): A bureaucracy is a rational & efficient form of organization founded on , & logic, order legitimate authority 5 characteristics:
1. Clear division of labor: Workers are highly skilled at performing jobs.
2. Clear hierarchy of authority: Authority & responsibility.
3. Formal rules & procedures: Written guidelines & written files.
4. Impersonality: Rules & procedures are impartially & uniformly applied.
5. Careers based on merit: Workers are selected and promoted on ability, competency, & performance.
2.Behavioral management approaches: People are social and self-actualizing, enjoying social
relationships, responding to group pressures, & searching for personal fulfillment
Follet’s organizations as communities: Organizations as “communities”: managers & workers should labor in
without one party dominating the other harmony
, & with the freedom to talk
over, & truly reconcile conflicts & differences
Job of managers: help people in the organizations cooperate with one another & achieve integration of interests. Follet’s emphasis on groups:
1. Making every employee an owner in a business would create feelings of collective responsibility.
=> today issues: employee ownership, profit sharing, & gain-sharing.
2. Business problems involve a wide variety of factors that must be considered in relationship to one another.
=> today issues: systems & contingency thinking.
3. Businesses were service organizations & private profits should always be considered vis- à-vis the public good.
=> today issues: managerial ethics & corporate social responsibility
Hawthorn studies: the research program to study individual productivity at the Hawthorne Works in 1924.
•First failure to find a link between improved lighting & productivity.
•Finding: unforeseen “psychological factors” interfered with the experiments.
Social setting & human relations: good “human relations” seemed to result in higher
productivity (qhe tốt giữa các mems)
Employee attitudes & group processes
+ work conditions or wages could be sources of satisfaction for some workers and of dissatisfaction for others.
+ groups can have strong negative, as well as positive, influences on individual productivity.
Lessons of the Hawthorne studies:
•social & human factors as keys to productivity.
•people’s feelings, attitudes, & relationships with coworkers affected their work.
•groups were important influences on individuals.
Hawthorne effect: the tendency of persons who are singled out for special attention to perform as expected.
Maslow’s theory of human needs: A need is a physiological or psychological deficiency that a person wants to satisfy
•Deficit principle: a satisfied need does not motivate behavior.
•Progression principle: a need is activated only when the next-lower-level need is satisfied.
•At the level of self-actualization, the deficit & progression principles cease to operate.
The more this need is satisfied, the stronger it grows.