Chapter 2: Management Learning Past To Present môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

CHAPTER 2: MANAGEMENT LEARNING PAST TO PRESENT
I. CLASSICAL MANAGEMENT APPROACHES
- Ignore the role of human well-being - Perceive humans as machines → People are rational
1.1 Scientific Management (sự đơn giản và tối thiểu hóa công việc)
- Definition by textbook: Scientific management emphasizes careful selection
and training of workers and supervisory support.
- Motion study is the science of reducing a task to its basic physical motions.
- In other words, this management tries to simplify the work in the most
effective way by eliminating wasted motions. Hence, building effective working
motions and choosing the most appropriate workers to follow the new chain of
motions with the aim of improving productivity.
→ Ví dụ: Làm cho mọi thứ vừa vặn hiệu quả, không dư thừa bằng cách quan sát quá
trình công nhân thợ xây làm việc rồi phân tích quá trình thành thao tác nhỏ. Từ đó,
xác định và loại bỏ những thao tác dư thừa để đưa ra chuỗi thao tác mới (motion
study). Rồi dùng chuỗi thao tác mới này để train những workers khác.
1.2 Administrative principles a) Definition:
It identifies the following five “rules” or “duties” of management
1. Foresight: to complete a plan of action for the future.
2. Organization: to provide and mobilize resources to implement the plan.
3. Command: to lead, select, and evaluate workers to get the best work toward the plan.
4. Coordination: to fit diverse efforts together and to ensure information is shared and problems solved.
5. Control: to make sure things happen according to plan and to take necessary corrective action.
b) Principles to guide managers in action:
- Scalar chain principle: there should be a clear and unbroken line of
communication from the top to the bottom in the organization
- The unity of command principle: each
person should receive orders from only one boss
- The unity of direction principle: one person should be in charge of all
activities that have the same performance objective
1.3 Bureaucratic organization (similar to administrative)
a) Definition by textbook: Bureaucratic organization is a rational and efficient
form of organization founded on logic, order, and legitimate authority.
—> Everything needs to be written, and organized in strict order. Organizations who
apply this approach have many layers and control.
b) The defining characteristics of Weber’s bureaucratic organization are:
- Clear division of labor (phân công lao động rõ ràng): Jobs are well defined,
and workers become highly skilled at performing them.
- Clear hierarchy of authority (Cấp bậc rõ ràng, cấp trên nghe cấp dưới):
Authority and responsibility are well defined for each position, and each position
reports to a higher-level one.
- Formal rules and procedures (Các quy tắc, quy định viết ra văn bản): Written
guidelines direct behavior and decisions in jobs, and written files are kept for historical record.
- Impersonality (không quan tâm đến yếu tố con người): Rules and procedures
are impartially and uniformly applied, with no one receiving preferential treatment.
- Careers based on merit (Công việc dựa trên thành tích, kết quả): Workers are
selected and promoted on ability, competency, and performance, and managers are
career employees of the organization.
II. BEHAVIORAL MANAGEMENT APPROACHES - Humans are not machines
- To improve productivity, you should focus on the psychological aspect of human
→ People are social and self-actualization
2.1) Follett’s Organizations as Communities
Follett describes organizations as “communities' in which managers and workers
should labor in harmony without one party dominating the other, and with the freedom
to talk over and truly reconcile conflicts and differences.
2.2) The Hawthorne Studies → Psychological factors
-The Hawthorne effect is the tendency of persons singled out for special
attention to perform as expected.
- Hiệu ứng Hawthorne là một hiện tượng tâm lý trong đó những người tham gia
trong thí nghiệm nghiên cứu hành vi tự thay đổi hành vi hoặc hiệu suất của bản
thân chỉ vì họ đang được quan sát.
-Tại nơi làm việc, hiệu ứng Hawthorne có thể giải thích vì sao nhân viên càng
nhận được nhiều chú ý từ người quản lý, đồng nghiệp và khách hàng, thì họ
càng nỗ lực làm việc và năng suất càng tăng. Về cơ bản, năng suất tăng khi
nhân viên nghĩ rằng họ đang được theo dõi hoặc quan sát chặt chẽ.
2.3) Maslow’s Theory of Human Needs
2.4) McGregor’s Theory X and Theory Y
a) Theory X: an “authoritarian” style of management
- The average worker dislikes work; finds it boring; and will avoid it he/she can.
- Therefore most people must be motivated by being forced/bribed with the
threat of punishment (or a reward) to produce effort and work towards organizational objectives.
- The average worker prefers to be directed; to avoid responsibility; is relatively
unambitious, and wants security above all factors.
- The worker is motivated by tangible rewards such as money – and/or threats to job security.
- The average person lacks creativity and initiative. The exception to this “rule,”
however, is using creativity to circumvent rules, tasks, and responsibilities.
- X→ sinh ra xấu → cần kỷ luật → điểm danh của thầy Sơn =))
b) Theory Y as a “participative” style of management
- Effort in work is as natural as work and play. Workers are motivated to work;
and they take a personal interest in what they do and how they perform
- Workers are self-directed and target oriented.
- Workers will therefore apply measures of self-control and self-direction in the
pursuit of organizational objectives, without external control or the threat of punishment.
- Commitment to objectives is a function of rewards associated with their achievement.
- People usually accept and often seek responsibility – under the appropriate
work and organizational conditions. • Such conditions invite workers to realize
and work toward their own potential
- The capacity to use a high degree of imagination, ingenuity and creativity in
solving organizational problems is widely, not narrowly, distributed in the population.
- In most work environments the intellectual, imagination, ingenuity and
creativity potential of the average worked is poorly promoted; often under or partly utilized
- Y → sinh ra tốt, sinh ra có trách nhiệm, biết tự làm không cần chỉ → chỉ cần
gợi mở để ngta làm là đc
Comparison between Theory X and Theory Y Theory X Theory Y Motivation
People dislike work; they People are self-motivated, and
want to avoid it and do not thrive on responsibility. want to take responsibility.
Management Style Authoritarian, and Participative and Control centralized control Work
Specialized and often The work tends to be Organization repetitive work organized around wider areas of skill or knowledge; Employees are also encouraged to develop expertise and make suggestions and improvements. Rewards
and Work on a ‘carrot and stick’ Frequent opportunities for Appraisals
basis, and performance promotion. appraisal is part of the overall mechanisms of control and remuneration Application
Although Theory X management style is widely accepted as inferior to others, it has
its place in large scale production operation and unskilled production-line work. Many
of the principles of Theory Y are widely adopted by types of organization that value
and encourage participation. Theory Y-style management is suited to knowledge work
and professional services. Professional service organizations naturally evolve Theory
Y-type practices by the nature of their work; Even highly structured knowledge work,
such as call center operations, can benefit from Theory Y principles to encourage
knowledge sharing and continuous improvement.
III. MODERN MANAGEMENT FOUNDATION
- Use tool to collect and analyze data, information
- Quantitative analysis and tool: use statistics and data to make the decision
- Systems view of organization: Organization is perceived as a system
- Contingency thinking: adapt to the current environment -> give the decision based on the environment
- Commitment to quality and performance: company has a high commitment ->
high performance (about people in the company)
- Knowledge management and learning organizations: Perceive organization as
line of, company wants to develop they have to invest into the knowledge of the company
- Evidence-based management: Management by making decisions based on
collecting the evidence (For ex: Collect the evidence showing that the
employees are enthusiastic about the company)
(Có 6 loại nhưng thầy chỉ nói về 3 loại dưới đây)
a)Organizations As Systems
- A system is a collection of interrelated parts working together for a purpose.
- A subsystem is a smaller component of a larger system (For example Each
department in a company is a subsystem of the company)
- An open system is an organization that interacts with its environment and
transforms resource inputs into outputs
b)Contingency Thinking (Tùy cơ ứng biến)
- Contingency thinking tries to match management practices with problems and
opportunities unique to different situations - No “one best way ”
to manage (no formulation in management)
- Appropriate way to manage depends on the situ ation
c)Knowledge Management & Organizational Learning
-Knowledge management: Process of using intellectual capital for competitive
advantage (lợi thế cạnh tranh/ so sánh)
- Portfolio of intellectual assets: Patents; Intellectual property rights; Trade
secrets; Accumulated knowledge;e.t.c
-Learning organizations: Organizations continually learn and adapt to new circumstances
- 5 characteristics in learning organization:
Ex: Một vài công ty dành ra một khoảng tiền để tổ chức các hoạt động
Teambuilding; Đào tạo cho nhân viên; …