Ch. 1 Appendix A: The Evolution of Management

Characteristics of excellent companies (Peters and Waterman)

- Bias for action - Close to the customer -Autonomy & entrepreneurship - Productivity through people - Hands on, value driven - Stick to your knitting -Simple form, lean staff -Simultaneous loose-tight properties (slides 14, 15)

Hawthorne Studies

- Experiment led by Harvard researcher Elton Mayo - Two rooms doing the same job (assembling relays) - One room given positive attention and amenities - Other room neglected - Other room decided they were being fazed out and that room one thought they were better than them - Motivated to prove them wrong and were 10-15% more productive than room one (notes)

The future

- Global interdependence - In Search of Excellence (Peters & Waterman) - TQM (total quality management) - Reengineering

System/contingency perspectives

- Organizations are open systems - Internal efficiency is important - Overall effectiveness depends on external matters - Stakeholders - Contingencies, adapting to the situation (slide 11)

What are the contemporary approaches to management?

- Quantitative management - Organizational behavior - Systems theory - Contingency theory - Current and future revolutions (p. 33)

What are the classical approaches to management?

- Systematic management - Scientific management - Bureaucracy - Administrative management - Human relations (p. 33)

Bureaucracy

An approach emphasizing a structured, formal network of relationships among specialized potions in the organization. Rules and "We tell you how to do it and you do it" (IRS) (p. 37)

Human relations

Approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance (p. 36)

Scientific managment

Frederick Taylor and the brick wall (1878) - One best way!! - Productivity!! - The assembly line - Human factors?? (p. 34-35, notes)

Contingency management

If one element in the open system changes, plans, processes, and/or strategies may need to change. (slide 10)

Systems theory (open system perspective)

Organizations are managed systems that change inputs into outputs (slide 9)

What was concluded at the end of the Hawthorne Studies?

Productivity may be affected more by psychological and social factors than by physical or objective influences (p. 37).

X and Y managers

X managers think employees are slow and worthless, employees will act it figuring there's no point anyway. Y managers think employees are good and can be better, employees will think it too, and strive to be better.