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Contemporary Management Issues and Challenges

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Contemporary Management Issues and Challenges

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•Universal perspectives
•Contingency perspective

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•Open system
•Closed system
•Subsystems
•Synergy
•Entropy

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The Quantitative Management Perspective Today

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The Quantitative Management Perspective Today

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•Contributions

–Provides managers with an abundance of decision-making tools and techniques

–Increased understanding of overall organizational processes
•Limitations

–Cannot fully account for individual behaviors and attitudes

–Competence needed many retard the development of other managerial skills

–Typically require a set of assumptions that may not be realistic

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•Concerned with helping the organization produce its products or services more efficiently

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•Focuses specifically on the development of representative mathematical models

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–Management science

–Operations management

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The Behavioral Management Perspective Today

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The Behavioral Management Perspective Today

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•Contributions

–The importance of behavioral process are more likely to be recognized by managers.

-Managers are more likely to view employees as valuable resources instead of mere tools
•Limitations

–The complexity of individuals makes behavior difficult to predict.

–It is not always accepted or understood by practicing managers.

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Contemporary Behavioral Science in Management

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Contemporary Behavioral Science in Management

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-Abraham Maslow (motivation of employees)
-Douglas McGregor ( Theory X (negative view) ; Theory Y( positive view)

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- Illumination study
- Group study
- Interview program

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- Hugo Munsterberg
- Mary Parker Follett

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The Classical Management Perspective Today

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The Classical Management Perspective Today

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•Contributions

–Provides many management techniques and approaches that are still relevant today

–Focused attention on management as a meaningful field of study
•Limitations

–More appropriate for use in stable, simple organizations rather than the changing and complex organizations of today

–Slighted the role of the individual in organizations

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- Henri Fayol
- Lyndall Urwick
- Max Weber

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- Frederick W. Taylor( workers are paid in proportion to their performance)
- Frank Gilbreth and Lillian Gilbreth( bricklaying movements and psychology and personnel management)

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•Scientific management

–Concerned with improving the performance of individual workers

•Administrative management

–Focuses on managing the total organization

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-Robert Owen (focus on personal welfare of workers)
-Charles Babbage (focused on efficiencies of production)

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–Stresses an awareness and understanding of historical developments in management

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–Provides a conceptual framework for organizing knowledge and providing a blueprint for action

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–Requires a blend of intuition, experience, instinct, and personal insights

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–Assumes problems and issues can be approached using rational, logical, objective, and systematic ways

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Technical Skills
Interpersonal Skills
Conceptual Skills
Time Management Skills
Decision-Making Skills
Diagnostic Skills
Communication Skills

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Planning and Decision Making
Leading
Organizing
Controlling

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top manager
middle manager
first line manager

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Managing in Different Areas of the Organization

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Managing in Different Areas of the Organization

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Marketing
Administrative
Financial
Operations
Human Resources
Specialist