+1 862 207 3288 Theorists info
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor
http://en.wikipedia.org/wiki/Gantt_chart
http://en.wikipedia.org/wiki/Henri_Fayol
http://en.wikipedia.org/wiki/Elton_Mayo
http://en.wikipedia.org/wiki/Georg_Wilhelm_Friedrich_Hegel
http://en.wikipedia.org/wiki/Fiedler_contingency_model
http://en.wikipedia.org/wiki/W._Edwards_Deming
Griffith, A. (2011) Integrated Management Systems for Construction: Quality, Environment and Safety. Prentice Hall, Pearson, Essex.
Report Brief
Identify a prominent management theorist and review and critically evaluate their contribution to management theory and practice.
Assessment Criteria:
The report marking will take into account the following factors:
Your review and evaluation should be presented in the form of an essay.
The work should be no longer than 2000 words.
The narrative may be supported by diagrams where appropriate.
The work should be referenced using the Harvard method.
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor
http://en.wikipedia.org/wiki/Gantt_chart
http://en.wikipedia.org/wiki/Henri_Fayol
http://en.wikipedia.org/wiki/Elton_Mayo
http://en.wikipedia.org/wiki/Georg_Wilhelm_Friedrich_Hegel
http://en.wikipedia.org/wiki/Fiedler_contingency_model
http://en.wikipedia.org/wiki/W._Edwards_Deming
Griffith, A. (2011) Integrated Management Systems for Construction: Quality, Environment and Safety. Prentice Hall, Pearson, Essex.
Management
Characteristics:
‘Management’ is not a single discipline – it crosses the boundaries of many disciplines.
Management is both multidisciplinary and interdisciplinary in application (and this is particularly true within construction which incorporates management of contractual parties, companies and projects).
Management, in its application, focuses on the functions of management that need to be structured, organized and supported in delivering the processes associated with its business outputs.
Business outputs can be services or products (or both) delivered within the project setting (the construction project).
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Management continued
Definitions:
Management characterizes the functions of organizing, leading and directing an organisation.
Project Management applies management of the business processes to the delivery of the organisation’s business outputs (services/products).
Project Management applied to construction is the provision of services/products by providers (e.g., a principal contractor) to the client.
Project Management is also the term given to a type of project procurement where a project management firm manages a construction project for a client from inception to completion.
Note: Management needs to be seen in context with its application and care needs to be taken when defining the term management as it can easily be misconstrued.
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Management continued
Situation:
Management approach is specific (unique) to the organisation and is configured around its own business activities, situation and environment.
Generic elements of management will be seen within different organisations as management functions are structured, organised and undertaken but they will be organisationally specific in application.
There is no single prescriptive arrangement for management within any organisation – functions will be configured around generic elements coupled with specific elements essential to meeting the needs of the particular organisation and its business.
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Management Theories
Management Thinking and Philosophy:
The concepts, processes, principles and practices of what is conventionally termed management have been influenced significantly throughout the centuries by the thinking and philosophies of prominent individuals and collective schools of thought.
Such thinking has changed the ways in which people work, the ways in which organisations are shaped and the ways in which business effectiveness is achieved.
There are a number of prominent groups of management thought: the scientific management school; the classical school; the human relations school; and the modern management school which includes systems theory, contingency theory, and quality management theory.
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Management Theories continued
The Scientific Management School
?Scientific management propounded by F.W. Taylor (1911) focused on the principles of production.
?Taylor is deemed the ‘Father of Scientific Management’.
?He is credited with early attempts at determining the best way of undertaking human-based work by simplifying its component parts and tasks.
?Taylor’s work was followed by Gilbreth (1911) associated with time and motion studies, Gantt (1919) noted for work-charting, and Ford & Crowther (1922) renowned for assembly-line production.
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The Classical School
?The Classical School of management thought was propounded by Fayol (1949).
?Fayol is recognised for his treatise on the processes of management.
?Five processes of management were suggested by Fayol: (1) forecasting; (2) organising; (3) commanding; (4) co-ordinating; and (5) controlling.
?The five processes of management have permeated management thinking and organisational structure for well over the last half century.
?Fayol also propounded 14 principles of management which underpin organisation and management (these follow subsequently).
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The Human Relations School
?The Human Relations school of thinking emerged in the 1920’s.
?It focused on productivity and the link to human welfare and motivation.
?Its principal advocate was Mayo (1949) who became famous for the ‘Hawthorne Experiments’.
?The work established a direct link between an individual’s sense of belonging to a group and their level of motivation and work output.
?The essential aspect of Mayo’s work was the understanding of informal structures within organisations and their augmentation of the formal structure to improve productivity.
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Systems Theory
?Systems theory is generally attributed to the philosopher Hegel (1770-1831) although the most notable pioneers of its development are Bertalanffy (1950) and Checkland (1981).
?Hegel suggested that an organisation could be seen as a system and be structured and managed in a systematic way.
?Systems theory propounds that the whole (e.g., an organisation) adds up to be greater than the sum of its parts or perpetuates synergy.
?Systems theory underpins much modern organisational structure and activity and management systems are now widely used by many organisations to structure and deliver their business.
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Contingency Theory
?Contingency theory focuses on the need for an organisation to become and remain adaptable to change.
?The principal advocates of contingency theory were Burns and Stalker (1961), Fiedler (1967), Lawrence and Lorsch (1967) and Kast and Rosenzweig (1973).
?Contingency theory suggests that there is no one right way to manage an organisation, that an organisation must be managed in accordance with its situation and environment and it must be amenable to and enable change.
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Management Theories continued
Quality Management Theories
?A range of management theories has followed from the scientific, classical, and human relations schools of thinking which focus on Quality Management techniques.
?The work of Deming (1950) is perhaps the most prominent.
?Deming propounded the view of quality management within a cycle of plan-do-check-act, or PDCA, a key approach within organisational structure and management today.
?The Deming methodology is widely seen within organisational management approach and forms an essential element of international standards-based management systems (e.g., quality management systems – QMS).
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Management Theories continued
Other Quality Management Theories
?There are a considerable number of theories based upon the management of quality and performance which are used to configure the structure and management of organisations.
?The most notable of theories are: Total Quality Management (TQM); Zero Defects Approach; Quality Circles; and Keizen, or continual improvement techniques.
?Many of these modern quality management based theories and applications have their roots in and developments from the scientific, classical and human relations schools of earlier management thinking.
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Processes of Management
The 5 Processes of Management
?The five processes of management: (1) forecasting; (2) organising; (3) commanding; (4) co-ordinating; and (5) controlling form the basis of almost all organisational structure and configuration.
?They are fundamentally influential because organisations deliver their business outputs (products/services/projects) by completing a series of work processes.
?Each of these processes needs to be managed and each process has a series of steps which needs to be followed.
?These steps invariably include commissioning, planning, organising, resourcing, balancing, controlling, overseeing and reviewing the work activities, i.e., they are based intrinsically upon the five processes of management.
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Principles of Management
?In addition to propounding the five processes of management, Fayol suggested that there were 14 Principles of Management (see overleaf)
?The principles of management apply generally to almost all organisations and in particular characterise the ways in which individuals (and groups) interact with others and the organisation.
?The task of the manager is to ensure that the principles are used in a positive way to motivate individuals to better ways of working and increase organisational effectiveness and produce improved business outputs.
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Principles of Management
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The Principles of Management are:
1.Division of labour
2.Authority
3.Discipline
4.Unity of Command
5.Unity of direction
6.Subordination of individual interest to the general interest
7.Remuneration
8.Centralisation
9.Scalar chain (line of authority)
10.Order
11.Equity
12.Tenure
13.Initiative
14.Esprit de corps (is the capacity of a group’s members to maintain belief in an institution or goal, particularly in the face of opposition or hardship).
Application of Management Theories, Processes and Principles
?All organisations require structure to their business operations to deliver their outputs effectively.
?Without structure and configuration there would be little or no order to an organisation and it would be dysfunctional.
?Understanding the various theories of management allows an organisation to impart a structure and configuration appropriate to its business needs.
?The five processes of management provides the basis for managing the essential processes of the business and its outputs.
?Then 14 principles of management provides management with the basis for managers to organise their own activities together with the activities of the human resources within the organisation
