Notes de cours

Management Study Notes

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Cours
Management

Établissement
Vrije Universiteit Brussel (VUB)

This is a document containing all the information you need to know for the Management Exam in year I. It contains both the information of the slides provided by the teacher, as well as class notes that clarify the contents of the slides (yes, including the recordings in case you didn't manage to wa...

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Publié le 28 mai 2024
Nombre de pages 91
Écrit en 2023/2024
Type Notes de cours
Professeur(s) Ilse scheerlinck
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Appendix A from the Management Course

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Appendix A from the Management CLass from year I Business Economics that was due to self-study. Notes completed with the class recording

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Notes de cours
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Vrije Universiteit Brussel • Management

Chapter 8 of the Management Course

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Chapter 8 from the Management CLass from year I Business Economics that was due to self-study. Notes completed with the class recording

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Notes de cours
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Vrije Universiteit Brussel • Management

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Chapter 16 from the Management CLass from year I Business Economics that was due to self-study. Notes completed with the class recording.

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Notes de cours
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Vrije Universiteit Brussel • Management

Appendix A
Type self-study

This document provides an overview of the history of management, starting from ancient times
to contemporary approaches. It covers topics such as systematic management, scientific
management, bureaucracy, administrative management, human relations, quantitative
Description management, organizational behavior, systems theory, and the contingency perspective. The
document highlights key concepts and influences of each approach and their criticisms. It
concludes by mentioning the future focus on quantitative management and reinforcing the HR
approach.

Reviewed

Management is of all times:

back for 1000 years, the Chinese, Greeks, Romans, Venetians were involved in planning, organising,
leading and controlling

they didn’t have a real structure, but rather a trial-and-error base

Industrial revolution (18th C) and new challenges → brought new challenges

Late 19th Century, first management and business education

Early Management Concepts and Influences
The Industrial Revolution: (I) 1760-1840 and (II) 1870-1914
⇒ New manufacturing processes (Steam power, chemicals, machine tools, iron blast furnaces, mechanised
weaving), electrical power, gas and water supply

Appendix A 1

, ⇒ Communication and transportation (telegraph, railways)

Growth of business

Increased quality and quantity

From mills to factories:

from small-scale to mass production

Economies of scale → lower the costs of production

⇒ Intense and systematic thought about the problems and issues of efficiency, production processes and
cost-savings → the core of management thinking at the time

Classical Approaches
Mid 19th C through early 1940s:

Systematic management approach

19th C problems in manufacturing despite the advantages brought by the Industrial Revolution

coordination problems, chaos → breakdowns of production processes

response from the systematic management by:

building specific procedures and processes

emphasising efficient operations and processes, adequate staffing, management of inventories,
organisational control

Goals achieved:

definition of duties and responsibilites

standardised techniques for performing duties and responsibilities

means for gathering, transmitting, analysing information:

cost accounting, payroll administration, and production control systems to facilitate internal
coordination and communication

numbers are becoming a very important element

emphasis on internal operations, on things rather than people → to meet the explosive growth in
demand resulting from the Industrial Revolution

Scientific management (end of 19th C)

Weaknesses of the systematic management approach observed by Frederick Taylor:

Poor production and pay

Inefficiency and waste due to unused potential

Large differences in methods and the ways management decisions were made

No scientific approach in determining the best production mode

response:

Taylorism = answered the question “how to complete production tasks efficiently and increase
productivity?” through the application of scientific methods in analysing work, and in controlling
and managing production

Key: analysing of the task, and through thinking of the best approach to executing the task

Four key principles:

Appendix A 2

, 1. develop a precise, scientific approach for each element of one’s work, instead of general
guidelines, by analysing labour in the workplace

2. selection, training and development of each worker, based on capabilities and motivation, so the
right person has the right job + wages become a motivational factor

3. cooperation between management and workers to ensure that jobs match plans and principles

4. ensure there’s an appropriate division of work (do) and responsibility (think) between managers
and workers, to increase efficiency (Who is best at what?)

Techniques for implementing the scientific management approach:

time-and-motion studies for recording necessary to perform certain task (Frank and Lilian Gilbreth
→ efficiency experts)

Training: standardisation of tools, use of instruction cards, breaks to eliminate fatigue

piece rate system (being paid by unit of production, rather being paid by week/month)→ aligning
effort and reward, good for both workers and management

example of application in the factory: assembly line Ford Model T.

great improvement of productivity and efficiency in manufacturing

widespread acceptance of piece rate system

💡 production = total of products produced

productivity = nr of products produced by person/machine

Criticism:

social and psychological factors were ignored, money was the main incentive

production tasks were reduced to routine processes ⇒ boredom, apathy, quality-control problem,
poor focus on people’s wellbeing

unions strongly opposed scientific management technique fearing that management would dictate
standards (piece rates)

intense scrutiny of internal organisation, yet with poor focus on external issues such as competitors
and government regulations

Bureaucracy

Max Wever: “bureaucracy approach is an ideal model for management” → stressed the fact that
bureaucracy is necessary and important in organisations

Large organisations that need bureaucratic procedures

Features:

rules and regulations with a focus on efficiency and routine

standardising jobs, clear-cut task division

everyone treated the same way (fairness) became an objective approach

formal structure (supervision and subordination)

Appendix A 3

, Criticism:

model is not suitable in every organisation model

shortcomings: red tape, impersonal, too rational

Administrative management

Emphasis on administrative structure, design and authority of an organisation

Management is a separate profession that can be taught, next to finance, production, sales

Perspectives and recommendations of theorists based on personal experiences, including managing
large corporations

focus on structure and authority

success also depends on context of the environment → importance of changing and adapting
→ realisation that the world is constantly changing and it is important of focus on that element as it
is important as an organisation to adapt to that change

Unity of direction → all people in the organisation need to work an aspire of a common goal

Remuneration → people need to be remunerated fairly and remuneration as a way to motivate
people

Equity → fairness

Stability and tenure of personnel → people should take to time to learn about their job and their
responsibilities and invest in their work

Mary Parker Follet (1942) ⇒ focus on behaviour of people in organisation and on decision-making:

“Managers face continually changing situations”

“Mangers desire flexibility” ⇒ people-oriented approach

“Difference between motivating groups and individuals”

Human Relations (1930-1940)

Aimed at:

Appendix A 4

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