11. Say what you have learnt about the first application of management techniques.

12. Summarize the information of texts a, b, and c and speak on management using the plan:

1. First applications of management tools.

2. Definition of management.

3. Resources managers are concerned with:

a. material; b. human; c. financial; d. information.

UNIT 2. Foundation of Modern Management

1. Read and translate the text "Foundation of Modern Management".

Text A.

Foundation of Modern Management

Basically there were three main branches of early management thought: (1) scientific management theory, which sought to increase work efficiency at the lower levels of organization and served as a forerunner of modern management science; (2) administrative theory, which helped pave the way for modern manage­ment theory and the process approach to management; (3) behaviorism, which helped set the stage for modern behavioral science approaches to management.

The proponents of scientific management made important contributions to the management of work. Their time-and-motion study experiments resulted in dramatic increases in efficiency, and this quantitative orientation continues to the present day.

Today the management process or administrative science people concern themselves with the management of organizations.

The human relations orientation of the early behaviorists has given way to the management of people.

All three approaches are important in the study of modern management and they are intertwined.

2. Answer the questions.

1. How many branches of early management thought were there basically?

2. What was the task of scientific management?

3. What was the foundation of the modern management theory?

4. What did behaviourism help do?

3. Study the scheme and speak on the emergence of modern management thought.

Early management thought

scientific management administrative behaviorism

management

increase of work behavioral approach

efficiency process approach to management

to management

1. Read and translate the text “Scientific management”. Text b. Scientific Management

Scientific management was a natural outgrowth of the Industrial Revolution. As the factory system emerged, more and more attention was directed toward increasing output. Managers studied many possible ways to achieve this goal. For example, they looked for ways to feed work into a machine at a faster rate, to increase the speed of the machine, and to determine the most efficient flow of materials through the work­place. In every instance, the objective was the same: increased efficiency.

By the middle of the nineteenth century, ‘efficiency experts’ could be found in all large industrial complexes, not only in England, but also in the United States, which was emerging as a giant industrial power. These individuals ushered in the era of scientific management that dominated management thinking until well into the twentieth century. Scientific management was a system that attempted to de­velop ways of increasing productivity and to formulate methods of motivating work­ers to take advantage of these labor-saving techniques. Three of the most important American scientific man­agers were Frederick Taylor, Frank Gilbreth, and Henry L. Gantt.

Frederick Taylor (1856 -1915). A mechanical engineer by training, Taylor contributed to the field of scientific management by conducting time-and-motion study experiments and by recording his knowledge of management. Taylor's primary objective was to discover the most efficient way of doing a job and then to train the workers to do it that way. Relying heavily on time-and-motion study, Taylor and his associates approached manage­ment by breaking a job down into its fundamental operations, determining how each operation could be done quickly and efficiently, and establishing a work quota for the job.

During his career, Taylor conducted many important time-and-motion study experiments. In addition to his experiments, Taylor also published articles and wrote books on scientific management. In his best-known work, “Principles of Scientific Management”, he set forth what he felt were the four basic principles of scientific management:

1. Management should develop a science for each element of the work to be done.

2. Management should scientifically select, train, teach, and develop each worker.

3. Management should cooperate with the worker in ensuring that all of the work is done in accordance with the principles of scientific management.

4. Management should divide work responsibilities between management and the workers with the former studying jobs and determining how they should be done and the latter carrying them out.

By the time he died, Frederick Taylor was already being referred to as the "Father of Scientific Management."

Frank Gilbreth (1868-1924). Frank Gilbreth passed up the opportunity to attend the Massachusetts Institute of Technology, deciding instead to go into the contracting business. Starting as an apprentice bricklayer, he quickly realized that much of the work was performed inefficiently at best. This realization eventually led him into the area of time-and-motion study.

During his long career Gilbreth made so many contributions to the field that today he is known as the "Father of Motion Study." One of his most significant studies was in bricklaying where, after much experimentation, he was able to increase the number of bricks a man could lay in an hour from 120 to 350. He also pioneered the use of the movie camera for scientific management purposes, filming people in the workplace and then playing back the film to see how the work could be stream­lined by eliminating extraneous time and motion. So detailed was his approach to the area that he developed a categorization of basic hand motions (grasp, hold, position) that could be used in analyzing the work. Today these motions are called therbligs (Gilbreth spelled his surname backwards with the t and h transposed).

Henry L. Gantt (1861-1919). Henry L. Gantt was Frederick Taylor's protégé. His most significant contribu­tion was planning and control chart he developed in 1917. Known today as the Gantt chart, it shows that scientific managers were not confined to time-and-motion study in their quest to improve worker efficiency.