MGMT100 Lecture Notes - Lecture 2: Mary Parker Follett, Chester Barnard, Lillian Moller Gilbreth
MGMT100 – Managing People Systems and Culture
Workshop Week 2
Objectives:
1. What can be learned from classical managements thinking?
2. What ideas can be introduced by the human resource approaches?
3. What is the role of qualitative analysis?
4. What is unique about the systems view and contingency thinking?
5. What are the continuing management themes of the 21st century?
Objective 1:
• Classical approaches assume that people are treated as rational beings
• Has 3 sub-sections:
- Scientific management (Frederick Taylor and Frank and Lillian Gilbreth)
- Administrative principles (Henry Fayol and Mary Parker Follett)
- Bureaucratic organisation (Max Weber)
Objective 2:
• Human resource approach assumes people are social and self-actualising beings
• Hawthorn studies (Elton Mayo)
• Theory of human needs (Abraham Maslow)
• Theory X states that workers are lazy and don’t enjoy work
• Theory Y states that workers enjoy their work hard
Objective 3:
• A modern approach to management recognises that:
- No one model or theory applies universally
- People are complex and variable and may have different needs that change
over time
- Managers should respond to individual differences
Objective 4:
• Systems thinking:
- A system is a collection of interrelated parts working together for a purpose
- Chester Barnard defined organisations as cooperative systems in which
individual contributions are integrated
- A subsystem is a smaller component of a larger system
- Open systems transform resource inputs from the environment into product
outputs
• Contingency thinking:
- Tries to match managerial responses with the problems and opportunities
specific to different settings particularly those posed by individual and
environmental differences
- Recognises that what is a good structure for one organisation may not work
well for another and what works well at one time may not work as well in the
future as circumstances change.
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