Frederic Taylor's 4 principles of management:

Develop a science for each element of an individual's work Scientifically select, train and develop the worker Heartily cooperate with the workers Divide work & responsibility equally between managers & workers Improve production efficiency through work studies, tools, economic incentives

Henri Fayol identified 14 principles of management - universal truths that can be taught in schools:
Division of work Authority Discipline

Unity of command Unity of direction Subordination of individual interest Remuneration Centralization Scalar chain Order Equity Stability of tenure Initiative Esprit de corps

All managers perform 5 functions:

Plan Organize Command Coordinate Control
(Fayol 1916. Industrial & General Administration)

Max Weber described an ideal Bureaucracy as a theory of administration based on rational-legal authority systems:
Division of labour. Organizations need to appear rational and so gain legitimacy, in order to secure resources and support, and to inspire confidence and trust. Authority hierarchy is an essential part of PR. May be through internal data analysis or external consultants. Formal selection Formal rules & regulations Impersonality Career orientation
(Weber 1947. The Theory of Social & Economic Organization)

Application of quantitative methods to solve management problems: statistics, operations research, management information systems.

Organizations are open systems that constantly interact with the external environment: inputs (resources and information) -------> transformation process -------> outputs (products, services, information) -------> feedback

Appropriate management approach depends on situational factors faced by an organization. Examples of contingency variables: Organization size, task complexity, environmental uncertainty, individual differences.

Management is the process of getting activities completed efficiently and effectively with and through other people.

Management functions:

Planning Organizing Staffing Directing Coordinating Reporting Budgeting

(Gulick & Urwick 1937. Papers on the Science of Administration)

Management roles:
Interpersonal roles Figurehead, Leader, Liaison Informational roles Monitor, Disseminator, Spokesperson Decisional roles Entrepreneur, Disturbance handler, Resource allocator, Negotiator
(Mintzberg 1973. The Nature of Managerial Work)

Most libraries
Are service agencies, not profit-making firms Purvey information, not tangible products or services Perform functions both of supply and guidance (cf. medical services in doctor's office, hospital, pharmacy) Provide professional service without, in most cases, having a personal, continuous client relationship For all their general acceptance, are currently marked by ambiguous goals rather than clearcut objectives In their long history, have accumulated concepts of function and method that make for rigid structure and resistance to change Respond both to resources and to clientele in a dual orientation some staff are book-minded, others people-minded Function as auxiliaries to larger organizations (universities, schools, municipalities, corporations), and not as independent entities Because of their auxiliary role, are subject to external pressures from political bodies, faculties, and users.
(Lowell Martin 1984. The Organizational Structure of Libraries.)

Elton Mayo and the Hawthorne Studies discovered that the informal organization, social norms, acceptance, and sentiments of the group determined individual work behaviour.
(Mayo 1933. The Human Problems of an Industrial Civilization)

Maslow, McGregor, Herzberg, and many others stressed the importance of social relations in organizations, understanding workers and managers as human beings with social and emotional needs.

Planning is the management of the organization's future in an uncertain environment. Types of Plans:
Strategic Strategic plans are organizationwide, establish overall objectives, and position the organization with relation to its environment. Operational Plans Operational plans specify details on how individual objectives are to be achieved. Plans may be long-term or short-term, directional or specific.

Contingency factors in planning:

Organizational level Life cycle of the organization Environmental uncertainty Length of future commitments.

Myths about Planning

Planning that proves inaccurate is a waste of management's time. Planning can eliminate change. Planning reduces flexibility.

The strategic planning process is continuous:

Identify current mission, goals, values -------> Environmental assessment -------> Strategic goal setting and elaboration -------> Development of operational plans and budgets -------> Implementation ------> Evaluation and Feedback.

Environmental scanning and forecasting SWOT analysis Benchmarking

Operations research Standards and guidelines

MBO is a system in which specific performance objectives are jointly determined by subordinates and their superiors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of this progress.

MBO Principles
Cascading of organizational goals and objectives Specific objectives for each member Participative decision making Explicit time period Performance evaluation and feedback

Division of Labour
Departmentalization Specialization

Unity of Command
Line of command One superior

Authority and Responsibility

Line and staff authority Authority and power

Spans of Control
Levels of control Centralization and decentralization

Contingency Factors
Environment and technology Knowledge technology: task variability & problem analyzability

Functional Organizations
Reduces duplication of activities Encourages technical expertise Creates narrow perspectives Difficult to coordinate

Divisional Organizations
Improves decision making Fixes accountability for performance

Increases coordination of functions Hard to allocate corporate staff support Loses some economies of scale Fosters rivalry among divisions

Matrix Structures
Reinforces & broadens technical excellence Facilitates efficient use of resources Balances conflicting objectives of the organization Increases power conflicts Increases confusion & stress for 2-boss employees Impedes decision making

Lateral Relations
Dotted-line supervision Liaison roles Temporary task forces Permanent teams Integrating managers

Use functional structures when the organization is small, geographically centralized, and provides few goods and services.

When the organization experiences bottlenecks in decision making and difficulties in coordination, it has outgrown its functional structure.

Use a divisional structure when the organization is relatively large, geographically dispersed, and/or produces wide range of goods/services.

Use lateral relations to offset coordination problems in functional and divisional structures.

When the organization needs constant coordination of its functional activities, then lateral relations do not provide sufficient integration. Consider the matrix structure.

To adopt the matrix structure effectively, the organization should modify many traditional management practices.