Management
Fourteenth Edition, Global Edition
Chapter MH-1
Management History Module
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Learning Objectives
MH1.1 Describe some early management examples.
MH1.2 Explain the various theories in the classical
approach.
MH1.3 Discuss the development and uses of the behavioral
approach.
MH1.4 Describe the quantitative approach.
MH1.5 Explain various theories in the contemporary
approach.
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Early Management
• The Egyptian pyramids and the Great Wall of
China are proof that projects of tremendous
scope, employing tens of thousands of people,
were completed in ancient times.
Egypt (pyramids) China (Great Wall)
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Job Specialization
• In 1776 Adam Smith published “The Wealth of
Nations”
– division of labor (job specialization): the
breakdown of jobs into narrow and repetitive
tasks
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Adam Smith
• Published “The Wealth of Nations” in 1776
– Advocated the division of labor (job specialization) to increase the productivity of workers
• division of labor :The breakdown of jobs into narrow and
repetitive tasks.
– One man draws out the wire, another straightens it, a third cuts it, a fourth
points it, a fifth grinds it at the top for receiving the head; to make the head
requires two or three distinct operations; to put it on, is a peculiar business, to
whiten the pins is another; it is even a trade by itself to put them into the
paper; and the making of a pin is, in this manner, divided into about eighteen
distinct operations.
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Industrial Revolution
• Industrial revolution: a period during the late
eighteenth century when machine power was
substituted for human power, making it more
economical to manufacture goods in factories than
at home
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Exhibit MH-1
Major Approaches to Management
Exhibit MH-1 shows the four major approaches to management theory: classical,
behavioral, quantitative, and contemporary.
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Classical Approach
• Classical approach: first studies of management,
which emphasized rationality and making
organizations and workers as efficient as possible
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Scientific Management
• Scientific management: an approach that
involves using the scientific method to find the
“one best way” for a job to be done
– Apply science to work = Studying tasks
carefully and systematically at the micro level
to speed up work
– Also known as Taylorism
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TAYLOR’S 4 PRINCIPLES OF MANAGEMENT
1. Develop a science for each element of an individual’s work,
which will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the
worker.
3. Heartily cooperate with the workers so as to ensure that all
work is done in accordance with the principles of the
science that has been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all work
for which it is better fitted than the workers.
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Summary
• Frederick W. Taylor was a central figure in the
development of management thought.
• Taylor is considered the most influential
contributor by managements and business
historians.
• His work was more reform than scientific.
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Outcomes of Taylorism
• Boost in productivity
• More work accomplished with fewer people meant
more profit for companies
• More consistent products of arguably higher
quality
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Frank and Lillian Gilbreth
• Therbligs: a classification scheme for labeling
basic hand motions
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Time & Motion Study
Time = What is the least amount of time, on
average, it took to perform each task and even
each part of each task?
Motion = What is the fewest number of motions
required for each small task?
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Therbligs
A classification scheme for labeling 17 basic
hand motions.
These fundamental movements, which could
not be broken down into other motions, gave
Frank a way to accurately analyze elements of
any movement a worker may make.
Can you determine the origin of the term
“therblig
A classification scheme for labeling 17 basic
hand motions.
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Fatigue Studies
• Through proper rest breaks, fatigue could be
reduced.
• Suggestions:
• Reduced working hours so that employees had
sufficient time to recover and be prepared for the next
working day.
• Longer lunch periods, coffee or tea breaks.
• To make rest breaks more attractive to employees,
the Gilbreths suggested that organizations could
provide proper reclining chairs, lunch rooms, rest
rooms, or other entertainment.
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Exhibit MH-2
Taylor’s Scientific Management Principles
Principles
1. Develop a science for each element of an individual’s work to replace the old
rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the worker.
3. Heartily cooperate with the workers to ensure that all work is done in
accordance with the principles of the science that has been developed.
4. Divide work and responsibility almost equally between management and
workers. Management does all work for which it is better suited than the workers.
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General Administrative Theory
• General administrative theory: an approach to
management that focuses on describing what
managers do and what constitutes good
management practice
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Henri Fayol
• Principles of management: fundamental rules of
management that could be applied in all
organizational situations and taught in schools
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Exhibit MH-3: Fayol’s 14 Principles of Management
(1 of 2)
Principles
1. Division of work. Specialization increases output by making employees more
efficient.
2. Authority. Managers must be able to give orders, and authority gives them this
right.
3. Discipline. Employees must obey and respect the rules that govern the
organization.
4. Unity of command. Every employee should receive orders from only one superior.
5. Unity of direction. The organization should have a single plan of action to guide
managers and workers.
6. Subordination of individual interests to the general interest. The interests of
any one employee or group of employees should not take precedence over the
interests of the organization as a whole.
7. Remuneration. Workers must be paid a fair wage for their services.
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Exhibit MH-3: Fayol’s 14 Principles of Management
(2 of 2)
Principles
8. Centralization. This term refers to the degree to which subordinates are
involved in decision making.
9. Scalar chain. The line of authority from top management to the lowest ranks
is the scalar chain.
10. Order. People and materials should be in the right place at the right time.
11. Equity. Managers should be kind and fair to their subordinates.
12. Stability of tenure of personnel. Management should provide orderly
personnel planning and ensure that replacements are available to fill
vacancies.
13. Initiative. Employees allowed to originate and carry out plans will exert high
levels of effort.
14. Esprit de corps. Promoting team spirit will build harmony and unity within
the organization.
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Max Weber
• Bureaucracy: a form of organization
characterized by division of labor, a clearly defined
hierarchy, detailed rules and regulations, and
impersonal relationships
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Exhibit MH-4
Characteristics of Weber’s Bureaucracy
Exhibit MH-4 shows Weber’s ideal bureaucracy.
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Behavioral Approach
• Organizational behavior (OB): the study of the
actions of people at work
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Exhibit MH-5
Early OB Advocates
Exhibit MH- 5 summarizes each individual’s most important ideas.
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Hawthorne Studies
• Hawthorne studies: a series of studies during the
1920s and 1930s that provided new insights into
individual and group behavior
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Quantitative Approach
• Quantitative approach: the use of quantitative
techniques to improve decision-making
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Total Quality Management
• Total quality management (TQM): a philosophy
of management that is driven by continuous
improvement and responsiveness to customer
needs and expectations
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Exhibit MH-6: What is Quality Management?
Characteristic
1. Intense focus on the customer. The customer includes outsiders who buy the
organization’s products or services and internal customers who interact with and serve others
in the organization.
2. Concern for continual improvement. Quality management is a commitment to never
being satisfied. “Very good” is not good enough. Quality can always be improved.
3. Process focused. Quality management focuses on work processes as the quality of
goods and services is continually improved.
4. Improvement in the quality of everything the organization does. This relates to the
final product, how the organization handles deliveries, how rapidly it responds to complaints,
how politely the phones are answered, and the like.
5. Accurate measurement. Quality management uses statistical techniques to measure
every critical variable in the organization’s operations. These are compared against standards
to identify problems, trace them to their roots, and eliminate their causes.
6. Empowerment of employees. Quality management involves the people on the line in the
improvement process. Teams are widely used in quality management programs as
empowerment vehicles for finding and solving problems.
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Contemporary Approaches
• System: a set of interrelated and interdependent
parts arranged in a manner that produces a
unified whole
• Closed systems: systems that are not influenced
by and do not interact with their environment
• Open systems: systems that interact with their
environment
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Exhibit MH-7
Organization as an Open System
Exhibit MH-7 shows a diagram of an organization from an open systems perspective.
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Contingency Approach
• Contingency approach: a management
approach that recognizes organizations as
different, which means they face different
situations (contingencies) and require different
ways of managing
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Exhibit MH-8: Popular Contingency Variables
Variable
Organization Size. As size increases, so do the problems of coordination. For in-
stance, the type of organization structure appropriate for an organization of 50,000
employees is likely to be inefficient for an organization of 50 employees.
Routineness of Task Technology. To achieve its purpose, an organization uses
technology. Routine technologies require organizational structures, leadership
styles, and control systems that differ from those required by customized or
nonroutine technologies.
Environmental Uncertainty. The degree of uncertainty caused by environmental
changes influences the management process. What works best in a stable and
predictable environment may be totally inappropriate in a rapidly changing and
unpredictable environment.
Individual Differences. Individuals differ in terms of their desire for growth,
autonomy, tolerance of ambiguity, and expectations. These and other individual
differences are particularly important when managers select motivation techniques,
leadership styles, and job designs.
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Review Learning Objective MH1.1
• Describe some early management examples.
– Early examples of management practice include the
construction of the Egyptian pyramids and the Great
Wall of China.
– One important historical event was the publication of
Adam Smith’s “Wealth of Nations,” in which he argued
the benefits of division of labor (job specialization).
– Another was the industrial revolution, where it became
more economical to manufacture in factories than at
home.
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Review Learning Objective MH1.2
• Explain the various theories in the classical
approach.
– Frederick W. Taylor
– The Gilbreths
– Henri Fayol
– Max Weber
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Review Learning Objective MH1.3
• Discuss the development and uses of the
behavioral approach.
– Early advocates of OB
– The Hawthorne Studies
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Review Learning Objective MH1.4
• Describe the quantitative approach.
– The quantitative approach
– Total quality management (TQM)
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Review Learning Objective MH1.5
• Explain various theories in the contemporary
approach.
– Systems approach
– Contingency approach
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