Professional Documents
Culture Documents
Management As A Science and Art
Management As A Science and Art
MANAGEMENT THOUGHT
Principles of Management | 1
Learning Outcomes
• 2.1 Understand management as a science and as an art.
• 2.2 Describe the three classical viewpoints of management:
scientific management, administrative management, and
bureaucratic management.
• 2.3 Explain the behavioral science perspective of management.
• 2.4 Discuss the two contemporary views of management: systems
view and contingency view.
• 2.5 Describe the challenges in contemporary management.
Principles of Management | 2
Management: A Science Or An Art?
• Believes in specific best practices for
Management management
is a Science • Uses objective, universal solutions to problems
based on fact and evidence
• Believes in importance of social and political
Management contexts of managerial issues
is an Art • Uses managers’ knowledge and experience to
solve problems
Good management is a balance of both science and art! Science establishes general
principles that guide organizations, while the art of human skill puts those principles to
their best use.
Principles of Management | 3
Classical Management
• The oldest formal school of management thought.
• Discusses methods to make organizations more efficient.
I. Scientific Management
• Focuses on maximizing worker productivity.
• Taylor’s Principles of Scientific Management:
Developed standard method for performing each job.
Selected workers with appropriate abilities for each job.
Trained workers in standard method.
Supported workers by planning work and eliminating interruptions.
Provided wage incentives to workers for increased output.
Adapted from: Bateman, T.S. and Snell, S.A. (2014), Management: Leading & Collaborating in a Competitive World. 11th ed. McGraw Hill
Principles of Management | 4
Classical Management (Cont’d)
II. Administrative Management
• Concerns the management of the whole organization instead of individual employees.
Principles of Management | 5
Classical Management (Cont’d)
III.Bureaucratic Management
• Concerns the ideal structure of organizations.
• Max Weber’s elements of an ideal bureaucracy:
Principles of Management | 6
Behavioral Management
• Emphasizes the significance of individual personalities and behaviors
in determining behavioral outcomes in the working environment.
Principles of Management | 7
Behavioral Management (Cont’d)
I. Mayo’s Hawthorne Studies
• Revealed that workers’ productivity depends intensely upon their satisfaction
with their working environment.
• Mayo proposed the following arguments about management as a result of the
Hawthorne experiments:
Social system
Social environment
Informal organization
Group dynamics
Informal leader
Non-economic reward
Principles of Management | 8
Behavioral Management (Cont’d)
II. Human Relations Movement
• Workers essentially react to the social context of their work environment.
• Managers’ concern for employees prompts higher satisfaction, which then leads to enhanced
performance.
Self-
Physiological Safety Social Ego/Esteem
Actualization
Principles of Management | 9
Behavioral Management (Cont’d)
II. Human Relations Movement (Cont’d)
Principles of Management | 10
Contemporary Management Perspectives
I. Systems View
• The primary idea of the system approach is the holistic perspective when facing an issue - no
part of the system can be evaluated without taking the entire system into account, and no
system can be considered without comprehending each of its individual parts.
Principles of Management | 11
C o n t e m p o r a ry M a n a g e m e n t P e r s p e c t i v e s ( C o nt ’ d )
Adapted from: Bateman, T.S. and Snell, S.A. (2014), Management: Leading & Collaborating in a Competitive World. 11th ed. McGraw Hill
Principles of Management | 12
Contemporary Management Perspectives (Cont’d)
I. Systems View (Cont’d)
• Subsystems are systems within a larger system, and can affect other subsystems.
• Synergy posits that subsystems are more effective when they work together.
Principles of Management | 13
Contemporary Management Perspectives (Cont’d)
II. Contingency View
• General theories cannot be practiced in organizations as each organization is distinct from another.
• Suitable managerial action in a situation relies on the unique details of that situation.
• The major determinants of a contingency are based on the internal and external factors surrounding an
organization.
• It is the managers’ task to ascertain the strategy or decision that best contributes to management
objectives under a particular situation.
Principles of Management | 14