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Comparison of Theory X and Theory Y Assumptions

- In Theory X Employee dislike work and will avoid to the job meanwhile In Theory Y Employees enjoy work and can do a good job.

-In theory x employee must be directed, controlled or threatened but in Theory Y employee have self-motivated and self-directed to achieve the goal.

-In theory x employee avoid their reponsibility, they prefer to be directed and told what to do and how to do it. but difference in Theory y their responsibility, they wish they can use creativity and perform to complete their job.

Chester Barnard

- He concernes about communication system and set the objective to employee to motivate them

- He also say authority manager can make subordinates to follow manager order once manager say
🖊️Understanding what the order required
🖊️Review order consistency with organization goals.
🖊️Perceive a personal benefits in obeying the order.

3. THE QUANTITATIVE PERSPECTIVE
- Characterized by its use of mathematics statistics , and other quantitative for management decision making and problem solving

🔵 Decision Making Focus
The primary focus of the quantitative approach on problems or situations that require direct action, decision on part of management.

🔵Measurable Criteria
Requires that the decision maker select some alternative course of action. Must be compared on the basis of measurable criteria.

🔵Quantitative Model
To evaluate the likely impact to each alternative on the stated criteria.

🔵Computer
Very Useful in problem solving.

4. SYSTEM PERSPECTIVE
- an approach to problem solving based on an understanding the basic structure of systems.
📘 Enviromental interaction

Open systems - must interact with external enviroment.

Closed systems - do not interact with the enviroment

📘Synergy
All subsystems work together making the whole greater than the sum of it parts.

📘Entropy
The tendency for systems to decay over time.

5. THE CONTINGENCY PERSPECTIVE

Proposes that there is no one best approach to management for all situations.

-Managers are responsible to make managerial approach in given situation.
- This requires managers to identify the way in given situation.

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Scientific Management
📌 Frederick W. Taylor (1856-1915)

Father of “Scientific Management.

Attempted to define “the one best way” to perform every task through systematic study and other scientific methods.

Believed that improved management practices lead to improved productivity.

Three areas of focus:

- Task Performance
- Supervision
- Motivation

The Gilbreths
📌 Frank Gilbreth

Specialized in time and motion studies to determine the most efficient way to perform tasks.

📌 Lillian Gilbreth

A strong proponent of better working conditions as a means of improving efficiency and productivity.

Administrative Management: Fayol
📌 Henri Fayol (1841–1925)

Recognized that successful managers had to understand the basic managerial functions.

Developed a set of 14 general principles of management:

- Division of work
- Authority and responsibility
- Discipline
- Unity of command
- Unity of direction
- Subordination of individual interest to the common good
- Remuneration of personnel
- Centralization
- Scalar chain
- Order
- Equity
- Stability
- Initiative
- Esprit de corps

Bureaucratic Management
📌 Max Weber (1864–1920)

Focuses on the overall organizational system.

Bureaucratic management is based upon:
-Firm rules
-Policies and procedures
-A fixed hierarchy
-A clear division of labor

Weber forms of authority

- Traditional authority (kings, chiefs)
- Charismatic authority (Gandhi)
- Rational-legal authority (supervisors)

Classical vs Behavioral Perspective

📍Classical perspective- focused on rational behavior
📍Behavioral perspective- acknowledged the importance of human behavior.
- Acknowledged the importance of human behavior in shaping management style.
- Associated with Mary Parker Follett, Elton Mayo, Douglas McGregor and Chester Barnard

📌 Mary Parker Follett

Felt that managers needed to coordinate and harmonize group effort rather than force people.

Believed that management is a continuous, dynamic process.

Four principles of coordination to promote effective work groups:

1. Coordination requires that people be in direct contact with one another.

2. Coordination is essential during the initial stages of any endeavor.

3. Coordination must address all factors and phases of any endeavor.

4. Coordination is a continuous, ongoing process.

📌 Elton Mayo

Conducted the famous Hawthorne Experiments.

“Hawthorne Effect”

Productivity increased because attention was paid to the workers in the experiment.

Phenomenon whereby individual or group performance is influenced by human behavior factors.

📌 Douglas McGregor

Proposed the Theory X and Theory Y styles of management.

Theory X - managers perceive that their subordinates have an inherent dislike of work and will avoid it if at all possible.

Theory Y - managers perceive that their subordinates enjoy work and that they will gain satisfaction from performing their job.

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RELATIONSHIP BETWEEN MANAGERIAL LEVELS AND MANAGERIAL SKILLS

Technical skills tend to be the most important for first line managers

Human skills are most important for middle managers because these managers must coordinate the efforts of members of one’s work group within the organization

Top levels managers need to have strong conceptual skills if they are to effectively accomplish their jobs

DUTIES AND RESPONSIBILITIES OF MANAGERS

TOP MANAGEMENT:

Creating a context for change

Develop attitudes of commitment in employees

MIDDLE MANAGEMENT:

Setting objectives consistent with top management goals

Coordinate and linking groups, department and division

FIRST LINE MANAGERS:

Managing the performance of entry-level employees

Teaching entry-level employees

ALL MANAGERS:

Facilitating team performance

Managing external relationships

MANGERIAL ROLES – HENRY MITZBERG
Role is the basic behavior that is expected in a particular situation

TYPES OF ROLES

i. Interpersonal
• Responsible managing relationships with organizational members
• Figurehead – perform certain duties
• Leader – work with and through their employees to ensure organization’s goals
• Liaison – coordinate the activities between individuals and work groups

ii. Informational
• Responsible for gathering and disseminating information to stakeholders
• Monitor – managers continually scan the internal and external environment
• Disseminator – managers share and distribute information
• Spokesperson – managers must often communicate information to individual

iii. Decisional
• Responsible for processing info and reaching conclusions
• Entrepreneur – managers initiate projects that capitalizes on opportunities
• Disturbance – cope with conflict
• Resource allocator – managers determine which projects will receive organizational resources
• Negotiator – managers spend a good portion of time

MANAGEMENT FUNCTIONS

Planning - Define goals, establish strategy and develop sub-plans

Organizing - Determine what needs to be done, how to be done and who to do it

Leading - Directing and motivating all parties

Controlling - Monitor activities to ensure accomplished as planned

ENVIRONMENTAL FACTORS INFLUENCING MANAGEMENT THOUGHT

Economic Influences - Availability production and distribution of resource within society

Social Influences - Aspects of a culture that influence interpersonal relationships

Political Influences - Impact of political institutions on individuals and organizations

Technological Influences - Advances and refinements in any of the devices that are used in conjunction

Global Influences - Pressures to improve quality, productivity and costs to compete in the worldwide marketplace

CHRONOLOGICAL DEVELOPMENT OF MANAGEMENT PERSPECTIVES

CLASSICAL PERSPECTIVE

Scientific Management - Focuses on the individual worker’s productivity

Administrative Management - Focuses on the functions of management

Bureaucratic Management - Focuses on the overall organizational system

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CHAPTER 1: INTRODUCTION TO MANAGEMENT

ORGANIZATION – A systematic arrangement of people brought together to accomplish some specific purpose.

TRADITIONAL VS NEW ORGANIZATION:
i. Traditional – stable, inflexible, job-focused, individual-oriented, permanent jobs.
ii. New Organization – dynamic, flexible, skills-focused, team-oriented, temporary jobs.

MANAGEMENT – Involves the process of planning, organizing, leading and controlling organizational resources towards the achievement of organizational goals. (Schermerhorn)

IMPORTANCE OF MANAGEMENT:
- Achieves organizational goals
- Addresses challenges
- Efficiently use resources, no waste or reduce waste
- Enhance organizational and workers’ performance
- Improves quality of work life

MANAGERS – The people who plan, organize, lead, and control the activities of the organization so that its goals can be achieved.

TYPES OF MANAGERS:
i. General Managers – A manager who is responsible for managing several different departments that are responsible for different tasks.
ii. Functional Managers – A manager who is responsible for managing a work unit that is grouped based on the function served.

EFFICIENCY – Getting the most output from the least input.
EFFECTIVENESS – Completing activities so that the organization’s goals are attained.

MANAGERIAL LEVELS:
Top Managers – Responsible for making organization-wide decisions and establishing plans and goals affecting the entire organization.
Middle Managers – Managers between the first-line level and the top level of the organization who manage the work of first-line managers.
First Line Managers – Managers at the lowest level manage the work of non-managerial employees directly or indirectly involved with the production or creation of the organization’s products.

MANAGERIAL SKILLS:
i. Technical Skills – The ability to utilize the knowledge of tools, techniques, and procedures that are specific to a particular field.
ii. Human Skills – The ability to work effectively with one’s own work group as well as others within the organization.
iii. Conceptual Skills – The ability to process information about the internal/external environment of the organization and determine its implications.