Forum Question

HISTORICAL CONCEPTS & THEORIES IN LEADERSHIP

LDRS 302

DAY 4 – SCIENTIFIC MANAGEMENT

TODAY’S AGENDA

1. STUDENT LEADERSHIP PROMOTION PRESENTATION

2. DISCUSSION FORUM

3. STUDENTS WITH ASSIGNMENT #1 PRESENTATION

4. REARRANGEMENT OF GROUPS FOR ASSIGNMENT #4

5. FINISH LECTURE ON BUREAUCRATIC MANAGEMENT

6. LECTURE ON SCIENTIFIC MANAGEMENT

7. NEXT WEEK’S CLASS & ASSIGNED VIDEOS TO WATCH BEFORE COMING TO CLASS

8. TODAY’S DISCUSSION FORUM DISCUSSION PROMPTER

HISTORICAL CONCEPTS & THEORIES OF LEADERSHIP REMINDER of GROUPS

Team Assignment, Assignment #4 worth 15%

Group 1: Cao Changye, Chai Huajian, Chen Hongbing, Chen Yexin, Deng Jiale

Group 2: He Jiabao, Hou Tianshu, Li Hao, Li Shuopeng, Li Xinrui

Group 3: Lu Zhuoran, Luo Zhaohong, Wang Guanqun, Wang Xiaochen, Wang Xuan

Group 4: Weng Zuliang, Wu Yutong, Xin He, Yang Te, Yun Hao

Group 5: Zhu Yifan, Zhu Yuxin, Zhang Naisheng, Zhao Yuzhen, Zheng Jiewen

HISTORICAL CONCEPTS & THEORIES OF LEADERSHIP REMINDER of GROUPS

Team Assignment, Assignment #4 worth 15% (New Groups)

Group 1: Chai Huajian, Chen Hongbing, Deng Jiale, Weng Zuliang – Martin Luther King Jr.

Group 2: He Jiabao, Hou Tianshu, Li Hao, Li Shuopeng, Li Xinrui – Deng Xiaoping

Group 3: Lu Zhuoran, Wang Guanqun, Wang Xiaochen, Wang Xuan – Wu Zetian

Group 4: Wu Yutong, Xin He, Yang Te, Yun Hao – Mao Zedong

Group 5: Zhu Yifan, Zhang Naisheng, Zhao Yuzhen, Zheng Jiewen – Sun Yatsen

WHAT IS AUTHORITY?

Authority:

The person with the final decision-making power.

Authority should be something that is part of a person’s job. Passed from individual to individual as one person left, and another took over.

Legitimate Authority – 3 Types

Distinction between authority and power. Power: Induces obedience through force or threat of force – which induces individuals to adhere to regulations. Authority: entails individuals acquiesce*, when that authority is exercised upon them by their superiors.

*Acquiesce is to accept something reluctantly but without protest.

Traditional Authority

Traditional authority is legitimate because everyone has always obeyed whoever was in the leader’s position, and no one thinks of disputing his authority.

It is readily accepted and unquestioned since it comes from deeply set customs and traditions.

Traditional authority is found in tribes and monarchies.

Charismatic Authority

Charismatic authority is legitimate, it works

Why? Because followers are personally devoted to the ‘gifted’ leader.

Charismatic authority – gained by individuals who have gained the respect and trust of their followers. Exercised by a charismatic leader in small and large groups alike.

Rational-legal Authority

Rational-legal authority emanates from a setup of an organization and emanates from position held by the person in authority.

It is the ‘Rule of Law’ and the authority resides in the position or office.

Rule of Law: exists in a community which there is a)Moral attitude of respect for the law. b)Law has been written and regarded as legitimate.

Weber corelated this last type of authority (Rational-Legal) as the

true representation of a Bureaucracy.

Max Weber

BUREAUCRACY Weber perceived bureaucracy as a threat to basic personal liberties; he also recognized it as the most efficient possible system of organizing in a workplace.

He touted and predicted the triumph of bureaucracy over all other forms of management.

Bureaucracy in terms of an organization and management functions refers to six characteristics. Weber identified the following set of six organizational characteristics:

1. A Well-defined Hierarchy ➢All positions are structured that permits the higher positions

to supervise and control lower positions. ➢Clear chain of command facilitates control and order

throughout the organization. ➢Organization is organized into a hierarchy of authority -

follows a chain of command. ➢Structure effectively delineates lines of authority and

subordination of lower levels to upper levels of the hierarchical structure.

2. Division of Labour and Specialization

All respo nsibilities

in an org anization

are specia lized so th

at

each emp loyee has

the neces sary expe

rtise to do a particu

lar

task.

Bureaucr acy - this

division o f labour a

pplied to administr

ation,

occupies the same

place in W eber’s acc

ount of th e develop

ment

of moder n civiliza

tion is the same div

ision of la bour in A

dam

Smith’s a ccount.

3. Rules & Regulations

➢Standard operating procedures (S.O.Ps) govern organizational activities to provide certainty and facilitate coordination.

➢Management controls the lower levels of the organization’s hierarchy by applying established rules in a consistent and predictable manner.

4. Impersonal Relationships between Managers & Employees

Manag ers sho

uld ma intain

an imp ersona

l

relatio nship

with e mploy

ees so that fa

voritis m and

person al prej

udice do not

influe nce de

cisions .

Guard s again

st part iculari

sm.

5. Competence

Competence, not ‘who you know,’ should be the basis for all decisions made in: • Hiring • Job assignments • Promotions

This fosters ability and merit as primary characteristics of a bureaucratic organization.

6. Records

Bureaucracy needs to maintain complete files regarding all its activities.

Written documents ensure that there is continuity of the organization’s policies and procedures.

Tenure protects against unfair arbitrary dismissal.

ADVANTAGES & DISADVANTAGES

OF BUREAUCRACY

Advantages of Bureaucracy

✓ Precision ✓ Speed ✓ Clarity in communication ✓ Reduction of friction ✓ Reduction of personal costs

Based on logic and rationality which are supported by trained and qualified specialists. The element of a bureaucracy offers a stable and hierarchical model for an organization.

Disadvantages of Bureaucracy

✓ Multiplication of administrative functions ✓ Vertical structure ✓ Many levels of management ✓ Much paperwork, routine and ‘red-tape’ ✓ Impersonal officials working to a fixed routine

without necessarily exercising intelligent judgement.

Disadvantages of Bureaucracy

Weber’s bureaucracy has limitations since it:

•is based on the roles and responsibilities of the individual rather than the task performed by the organization.

•lacks flexibility to respond to change.

Disadvantages of Bureaucracy continued…

✓ Each department has their own agenda

✓ Departments don’t cooperate to help other departments

✓ Department head feels responsibility first for protecting their department, people and budget before helping to achieve organization’s mission.

Even more Disadvantages of Bureaucracy

Even more Disadvantages of Bureaucracy

Still… even more Disadvantages of Bureaucracy

Still… even more Disadvantages of Bureaucracy

We’re coming to the end of Disadvantages of Bureaucracy

We’re coming to the end of Disadvantages of Bureaucracy

WE’RE COMING TO THE END OF

DISADVANTAGES OF BUREAUCRACY

Quantitative measurements are favoured over

qualitative measurements, so the concentration is on quantities of output, with less and less concern for

quality of output.

THE END OF - DISADVANTAGES OF

BUREAUCRACY

Both employees and customers are treated more as numbers than

people.

Personal issues and human needs are ignored or

discounted.

BUREAUCRACY IN A CHANGING WORLD

World is rapidly changing. However, the machine-like bureaucratic system of the industrial age no longer works so well as organizers face new challenges.

With global competition and uncertain environments, many organizations are fighting against increasing formalization and professional staff ratios.

BUREAUCRACY IN A CHANGING WORLD

Problem caused by over-bureaucratization are evident in the inefficiencies of some government organizations.

Some agencies have so many clerical staff members and confusing job titles that no one is really sure who does what.

BUREAUCRATIC CONTROL

Defined as the use of rules, hierarchy of authority, written documentation, standardization and other bureaucratic control to control employee behaviour.

Goal:

Employee competence

BUREAUCRACY IN A CHANGING WORLD

In order to make bureaucracy work, managers must have the authority to maintain control over the organization. Weber identified three types of bureaucracy:

Weber a rgued tha

t legitima te, rationa

l authority granted

to

manager s was pre

ferred ov er other t

ypes of c ontrol (i.e

. payoffs

or favorit ism) as th

e basis fo r organiz

ational d ecisions a

nd

activities.

Weber identified three types of authority that could explain the creation and control of a large organization

BUREAUCRACY IN A CHANGING WORLD

1. The Bureaucratic Official

2. Machine Bureaucracy

3. Professional Bureaucracy

BUREAUCRACY IN A CHANGING WORLD 1. The Bureaucratic Official ✓ Personally free and appointed to his position on

the basis of conduct. ✓ Exercises the authority delegated to them. ✓ Their loyalty is enlisted on behalf of the faithful

execution of their official duties. ✓ Appointment and job replacement dependent on

technical qualification. ✓ Administrative work is a full-time occupation. ✓ Work is rewarded by a regular salary ✓ Prospects of advancement in a lifetime career.

BUREAUCRACY IN A CHANGING WORLD 2. Machine Bureaucracy

✓ Machine bureaucracy is typical of large well- established companies in simple, dynamic environment.

✓ Work is specialized and formalized. ✓ Decision-making is usually concentrated at the top. ✓ Standardization of work process is the primary

coordinating mechanism

BUREAUCRACY IN A CHANGING WORLD

2. Machine bureaucracy (contd.) ✓ Highly bureaucratic structure does not have to adapt

quickly to changes because the environment is simple and stable.

✓ Examples include: ✓ Mass production firms such as Container Corporation

of America. ✓ Some automobile companies. ✓ Providers of services to the mass-markets (insurance

companies).

BUREAUCRACY IN A CHANGING WORLD

3. Professional Bureaucracy ✓ Found in a complete and stable environment. ✓ Relies on standardization of skills as the

primary means of coordination.

✓ Greater horizontal specialization by professional areas of where the expertise lies.

BUREAUCRACY IN A CHANGING WORLD

3. Professional bureaucracy (contd.) • The only means coordination available to the

organization is standardization skills.

• The professional bureaucracy stabilizes and controls its tasks with rules and procedures developed in the relevant profession.

• Example: hospitals, universities/schools, consulting firms.

QUICK REVIEW OF PROGRESS OF HUMANITY, LEADERSHIP & MANAGEMENT OVER THE AGES

Middle ages 500 AD – 1500 AD

Renaissance - 1500 – 1800 (14th – 17th Century) Rebirth, a movement or period of vigorous artistic and intellectual activity, beginning with Italy.

1268 – early 1300’s

eyeglasses invented

1300’s

The first mechanical clock

1581

Galileo discovered the pendulum (improved the hands or bell of clock

Antiquity – Up to 500AD

QUICK REVIEW

Middle ages 500 AD – 1500 AD

1346 – Gunpowder used for the first time in Europe during the Battle of Crecy – led to the replacement of the Medieval Knight by foot soldiers carrying firearms. Disclaimer: Gun Powder was invented in the Eastern World.

RENAISSANCE CONTINUED

• 1436 – Gutenberg (begins work on) invented the printing press.

• 1440 – Gutenberg completed his wooden press which used movable metal type.

• 1452 – Begins work on the first bible.

• 1455 – Went bankrupt – bought by Johann Fust.

Johannes Gutenberg

C 1400 - 1468

RENAISSANCE CONTINUED

• 1596 – Sir John Harrington invented the first toilet. Sir John Harrington

1561 - 1612

RENAISSANCE CONTINUED

• Between 1590 and 1608 – the first use of a microscope was developed in the Netherlands.

RENAISSANCE CONTINUED

• 17th Century – the gun was developed.

• 1600 – Metallic, or toothed wheel, screws first used.

• 1623 the Spanish invented the first graded lenses.

RENAISSANCE CONTINUED

FOUNDATIONS OF CLASSICAL MANAGEMENT

Three well established theories of classical management:

1.Taylors Theory of Scientific Management (1903) 2.Fayol’s Administrative Theory (1916) 3.Weber’s Theory of Bureaucracy (~1905)

Each were considered the Founding Fathers of the Classical Management Theory

EXPERIMENTS & TESTING SOLUTIONS: A BASIS OF CLASSIC MANAGEMENT POSTULATION

• Classical management theory was developed from efforts to find the “one best way” to perform and manage tasks.

• Examination of how the work process was actually performed.

• Scrutinizing the skills of the workforce. AKA: micromanage.

Why was there a need to increase productivity and efficiency?

Nothing happens in a vacuum. There is always a reason for certain phenomena and a context within which they happen.

The context of the development of Taylor’s Scientific Management Theory was the Industrial Revolution.

After the Agricultural Revolution, the Industrial Revolution has marked the biggest change in the way human beings lived their lives.

FACT: Agricultural Revolution took place in the 18th & 19th Century, and there had been no change in tools humans used from the 8th to 18th C

The Industrial Revolution

Caused major changes in: ü agriculture, ü manufacturing, ü mining, ü transportation, and ü technology.

This had a profound effect on the socioeconomic and cultural conditions of the times.

The Industrial Revolution

The industrial Revolution began about the middle of the 18th century in England and lasted through most of the 19th century.

Spread rapidly to the continents and Americas

The Industrial Revolution

The Industrial Revolution

Its most significance feature was the harnessing of powers of nature far in excess of anything done before and turning those powers to industrial tasks beneficial for humanity.

The key invention of the Industrial Revolution was the steam engine

The Industrial Revolution

Other inventions of the time were: ü Cotton Gin ü Spinning Jenny ü Water frame ü Electrical telegraph

Classical Management Theory Continued

The Industrial Revolution created new problems in the factory: Ø Training employees(many of the non-

English-speaking) Ø Dealing with increased labor

dissatisfaction Ø Improvements to the steam engine made

it a mechanical workhorse. James Watt 1736-1819

https://www.youtube.com/watch?v=Djl1cBHMfjQ

Classical Management Theory Cont…

Population Explosion in the 18th Century

Most important industry in the rise of England as an industrial nation was cotton textiles. No other industry advanced so quickly

Population Explosion in the 18th Century

James Hargreaves 1720 - 1778

Ø6 – 24 spindles in the “Spinning Jenny.” ØUsually run by women

https://www.youtube.com/watch?v=y36uttwcGvM

Population Explosion in the 18th Century

Richard Arkwright 1732 - 1792

ØInvented the “Water Frame.” ØIt had several hundred spindles. ØIt could turn raw cotton into thread. ØThis needed large specialized mills and

necessitated employing hundreds of workers.

https://www.youtube.com/watch?v=AloWMoc-3WU

Population Explosion in the 18th Century

Between these two inventions, ten times more cotton yarn was manufactured than in previous years.

The Enlightenment (Age of Reason)

The term “Age of Reason” was coined by the German philosopher Immanuel Kant.

Reason would reveal the laws of nature.

One would come to know God through the study of nature.

Immanuel Kant 1724 - 1804

The Enlightenment (Age of Reason)

An important shift in cultural beliefs and thoughts which influenced other subsequent philosophies, and even touches our lives today.

Reason was advocated as the primary source for legitimacy and authority. (Weber)

The Enlightenment (Age of Reason)

Not only did the enlightenment take on the task of understanding all of nature, at the

same time, Europeans began to try to control nature and make it work for them.

FOUNDATIONS OF CLASSICAL MANAGEMENT

Taylors Theory of Scientific

Management

FREDERICK WINSLOW TAYLOR

The father of

Scientific Management

Scientific Management https://www.youtube.com/watch?v=vNfy_AHG-MU

• Born March 20, 1856 in Philadelphia PA • Religious family (Quaker) • Father was a wealthy lawyer • Was homeschooled by his mother in his early years • Passed the entrance to Harvard to become a lawyer • Bad eyesight caused him to change paths to machinist • Saw that others were not working as hard as they should • Became a foreman and studied his workers • Joined Bethlehem Steel in 1898 • Forced to leave in 1901 due to differences with other

managers • Continued his studies in Scientific Management • Became a professor at Dartmouth College • Caught Pneumonia and died – March 21, 1915

Frederick Winslow Taylor

FREDERICK WINSLOW TAYLOR

The Principles Of Scientific Management laid the foundation of fundamental principles of large-scale manufacturing through assembly-line factories.

It emphasizes rationalization and standardization of work through ü division of labor, (Adam Smith) ü time and motion studies, ü work measurement, and ü piece-rate wages.

*

FREDERICK WINSLOW TAYLOR

In 1911, Frederick Winslow Taylor published his major *book: The Principles of Scientific Management.

Core belief: Taylor believed that organizations should study tasks and develop very precise procedures.

*Originally prepared for a presentation to the American Society of Mechanical Engineers in 1903.

*

FREDERICK WINSLOW TAYLOR Taylors methodical approach to determine the

‘one best way’ This was also adapted by Fayol and Weber.

To perform a job consisted of the following 7 steps:

1. Select a sample of skilled workers and carefully study the job being done.

2. Carefully list each operation including extensive detail on each task being performed.

3. Utilize a stopwatch to time each task being performed. Repeat this step over a period of time to obtain an average of the time it takes to perform each task.

Continued…

FREDERICK WINSLOW TAYLOR

4. Identify and eliminate any unnecessary tasks that are performed to finalize the job.

5. Identify any improvements, tools or techniques that can be adopted to reduce the time in performing the job.

6. Establish new and informed times and pay-rates for the job.

7. Lastly, all workers are trained to perform the job in the ‘one best way’ identified.

FREDERICK WINSLOW TAYLOR

• According to Taylor, the majority of workers put minimal effort into their work because they knew they could easily get away with it.

• He observed that they waste time and effort using rule- of-thumb methods. He called this behavior soldiering.

FREDERICK WINSLOW TAYLOR

Soldiering - (Workers’ reasons)

ü If more productive – fewer would be employed. ü Non-incentive wage encouraged low productivity. ü Faster pace would become the standard. ü If workers are paid per quantity the fear was that they would be paid

less per unit.

N.B. Soldiering had nothing to do with soldiers returning from war

BETHLEHEM STEEL 1898

Steel and shipbuilding company in Bethlehem Pennsylvania

During World War I and World War II, Bethlehem Steel was a major supplier of armor plate and ordnance to the U.S. armed forces,

Bankruptcy in 2001

EXAMPLE: BETHLEHEM STEEL 1898 – “Task management”

Calculated how much iron plant workers could load. Average: 12.5 tons for each worker. Corrected movements, tools, and steps = 47.5 tons.

Corrected shovels design – the result

Number of people shoveling from 500 to 140

Developed an incentive system for meeting new standards. Result: Productivity at Bethlehem Steel shot up overnight, thus many theorists followed Taylor's philosophy.

FREDERICK TAYLOR: 4 PRINCIPLES OF SCIENTIFIC MANAGEMENT

Following his experiments on the best way to increase productivity in industrial organizations, Taylor proposed four principles of scientific management.

1. Work methods based on scientific study of the tasks carried out should be adopted. (replaces rule of thumb or soldiering)

2. Employees should be scientifically selected and trained by the management and not left to their own devices.

FREDERICK TAYLOR: 4 PRINCIPLES OF SCIENTIFIC MANAGEMENT

3. Managers should train workers and audit the workers performance to ensure that the adopted methods are being properly performed.

4. Work should be divided between managers and workers so that managers can apply established methods and processes of production, whereas the workers can perform the job according to the established procedures (Principles of Scientific Management 2010 p.15)

FREDERICK TAYLOR: 4 PRINCIPLES OF SCIENTIFIC MANAGEMENT

These principles were implemented in many factories, often increasing productivity by a factor of three or more!

§ Henry Ford applied Taylors principles in his automobile factories.

§ Highly influential at that time such that families began to perform their household tasks based on the results of time and motion studies by Taylor.

PRINCIPLES OF SCIENTIFIC MANAGEMENT

Drawbacks

• Increased monotony

• Workers could not sustain peak level performances all day long.

• The Taylor method prescribed a clockwork world of tasks timed to the hundredth of a minute.

• Ordinary workers resented having to work faster than they thought was healthy or fair.

• ‘Taylorism’ was dehumanizing – many strikes happened wherever ‘Taylorism’ was tested.

In closing, did you know? McDonalds applies the Scientific

management principles in business

operations – be on the lookout for this in

one of our upcoming classes

COMING UP IN CLASS #5 – DAY 5, 17 MAY NEOCLASSICAL MANAGEMENT THEORIES

PLEASE WATCH THE FOLLOWING VIDEOS IN PREPARATION FOR THIS CLASS.

1. Hawthorne Studies - https://youtu.be/W7RHjwmVGhs

2. Milgram Experiment - https://youtu.be/xOYLCy5PVgM

COMING UP IN CLASS #5 – DAY 5 NEOCLASSICAL MANAGEMENT THEORIES

Assignment #2: Write a 2-page (APA 7 double spaced) paper on Scientific Management.

Answer the following questions in your paper: (I have made these adjustments, please follow them) 1. What is scientific management? (in your own words) ½ page 2. Scientific management analysis 1 page comprising of:

a. Find and state 5 principles of Scientific Management that you agree with and justify why? b. Find and state 5 principles of Scientific Management that you disagree with and justify why? c. State and explain 3 principles from Scientific Management that apply to leadership practices today write

on how you will apply these to your own leadership? 3. How has scientific management influenced leadership and management today? ½ page as conclusion, finish

strong.

Please cite page numbers if you are using quotes (remember that I want to see your understanding of the quote, not just the quote – use quotes minimally. Suggestion: one quotation per page. Submit via Moodle Assignment Dropbox on Day 5. Label paper like this: [YOUR LAST NAME, FIRST NAME] – A2_Scientific Management. This assignment is to be submitted in Moodle Dropbox before 11:59 p.m. MAY 17, 2021 Watch out on your percentage on the similarity report. You got away with it on A1 and I will not tolerate anything above 7%

HOMEWORK FOR THIS WEEK

Forum Question: According to Taylor, there is "only one way, the best way" of performing a task, nothing more, nothing less. Getting your employees to perform it that way only is the way you manage successfully. Discuss critically.

Please post your initial post by Friday midnight, and respond to 2 of your classmates by Sunday midnight. Some of you are not doing this and if you look at you mark for this it has been significantly affected, please make the necessary adjustment yourself as you are responsible for your own learning.

SEE YOU IN CLASS ON THE

17TH

AND ONLINE DURING THE WEEK IN DISCUSSION FORUMS.

Assignment A2 is due midnight on the same day, and you might want to plan on getting a plan in place on getting it done so that by

my 11:59pm you have it in the drop box.