evolution of management theories
Exhibit 2–1 Major Approaches to Management
Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall
2–1
Exhibit 2–4Weber’s Bureaucracy
Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall
2–2
Theory X and Y
• Douglas McGregor proposed the two different sets of worker assumptions.
Theory X:
Assumes the average worker is lazy, dislikes work and will do as little as possible.
•
Managers must closely supervise and control through reward and punishment.
Theory Y:
Assumes workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work.
•
Managers should allow the worker great latitude, and create an organization to stimulate the worker.
Theory X v. Theory Y
Figure 2.3
Theory X
Employee is lazy
Managers must closely supervise
Create strict rules
& defined rewards
Theory Y
Employee is not lazy Must create work setting to build initiative Provide authority to workers
Theory Z
• William Ouchi researched the cultural differences between Japan and USA.
–
–
USA culture emphasizes the individual, and managers tend to feel workers follow the Theory X model.
Japan culture expects worker committed to the organization first and thus behave differently than USA workers. • Theory Z combines parts of both the USA and
Japan structure.
–
Managers stress long-term employment, work-group, and organizational focus.
Systems Considerations
• An open system interacts with the environment. A closed system is selfcontained.
–
Closed systems often undergo entropy and lose the ability to control itself, and fails.
• Synergy: performance gains of the whole surpass the components.
–
Synergy is only possible in a coordinated system.
The Organization as an Open System
Figure 2.4
Input Stage
Conversion
Stage
Output
Stage
Raw
Materials
Machines
Goods
Services
Human skills
Sales of
Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall
2–1
Exhibit 2–4Weber’s Bureaucracy
Copyright © 2010 Pearson
Education, Inc. Publishing as
Prentice Hall
2–2
Theory X and Y
• Douglas McGregor proposed the two different sets of worker assumptions.
Theory X:
Assumes the average worker is lazy, dislikes work and will do as little as possible.
•
Managers must closely supervise and control through reward and punishment.
Theory Y:
Assumes workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work.
•
Managers should allow the worker great latitude, and create an organization to stimulate the worker.
Theory X v. Theory Y
Figure 2.3
Theory X
Employee is lazy
Managers must closely supervise
Create strict rules
& defined rewards
Theory Y
Employee is not lazy Must create work setting to build initiative Provide authority to workers
Theory Z
• William Ouchi researched the cultural differences between Japan and USA.
–
–
USA culture emphasizes the individual, and managers tend to feel workers follow the Theory X model.
Japan culture expects worker committed to the organization first and thus behave differently than USA workers. • Theory Z combines parts of both the USA and
Japan structure.
–
Managers stress long-term employment, work-group, and organizational focus.
Systems Considerations
• An open system interacts with the environment. A closed system is selfcontained.
–
Closed systems often undergo entropy and lose the ability to control itself, and fails.
• Synergy: performance gains of the whole surpass the components.
–
Synergy is only possible in a coordinated system.
The Organization as an Open System
Figure 2.4
Input Stage
Conversion
Stage
Output
Stage
Raw
Materials
Machines
Goods
Services
Human skills
Sales of