Management Chapter 2

Functional Management Definition

"to forecast and plan, to organize, to command, to coordinate and to control."

Abraham H. Maslow

(5) Needs-based theory of human motivation: Physiological needs, safety needs, social needs, esteem needs, and self-actualization. Examined motivation beyond the pay rate in order to take a humanitarian outlook towards management.

Sigmund Freud

Claimed that individuals, generally unconsciously, "transfer" relationships with important people from their childhood or their past onto relationships in the future--including those at work!

Elton Mayo

Conducted the Hawthorne experiments (with variances of lighting in the workplace); discovered that social relationships and trust helped motivate employees to increase output. In his experiments, those who felt chosen/called out performed better than anyone with a lighting adjustment. His work went on to influence the HR movement and motivation theory.

W. Edwards Deming

Credited with transforming Japan's post-WWI economy. Promoted continuous improvement and zero defects. Also, integrate various aspects of workplace dynamics into an overall approach in which all dimensions of the formal organization and its environment are considered as past of one system. Called a "capitalistic revolutionary."

Henry Gantt

Developed the Gantt chart, a graph method of scheduling work according to the time required rather than the quantity of work to be performed. Took every opportunity to humanize scientific management, including setting up a bonus system and creating devotion to service in the business industry.

Frederick Taylor

Developed the theory of scientific management; stated that managers have the responsibility to discover the "best way" to complete the work task, select and train workers, cooperate with and provide incentives to workers, and divide work and responsibility evenly. Believed in win-win scenarios.

Comprehensive MGT List

Division of work, authority and responsibility, discipline, unity of command, unity of direction, remuneration of personnel, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, esprit de corps

Douglas McGregor

Established two major theories of management; believed that managers' individual assumptions about human nature and behavior determine how they led their employees.

Peter Drucker

Founder of 21st Century Management

Father of Scientific Management

Frederick Taylor

Peter Drucker

Modern management moves away from physical capital to an emphasis on knowledge workers; global and nonprofit sector can benefit from management; achieve balance between short-term goals and long-term sustainability; corporate social responsibility.

Mary Parker Follett

Mother of Management; underscored the importance of work groups, which she argued are one of the primary sources of influence on worker behavior. She advocated for shared self-control, as well as people's need to get along with each other and resolve conflict.

Carl Jung

Proposed that people have individual differences and that such personality differences play a major role in how they work, deal with other people, handle conflict, etc.

Chester Barnard

Recognize each individual's special abilities, generate unity/belief, and wrote the basic premise that "formal organizations-within which we all work and by which we are all educated and governed-are necessary so that individuals can accomplish tasks that they could not accomplish working on their own. (cooperative systems)

Henry Towne

Stated that the time had come to blend engineering with business economics into one field and function, called the management of works.

synergy

The ability of the whole system to equal more than the sum of its parts

management theory

a systemic statement, based on observations, of how the management process might best occur, given stated underlying principles

scientific management

a theory within the classical approach that focuses on the improvement of operational efficiencies through the systematic and scientific study of work methods, tools, and performance standards

quantitative approach

a viewpoint of management that emphasizes the application of mathematical models, statistics, and structured information systems to support rational management decision making.

systems approach

an approach to management theory that views organizations and the environments within which they operate as sets of interrelated parts to be managed as a whole in order to achieve a common goal.

capitalism

an economic system wherein the natural laws of supply and demand and free competition within the marketplace will efficiently regulate the flow of resources within a society

closed system

an organization that interacts little with its external environment and therefore receives little feedback from or information about its surroundings

the production problem

companies got bigger and more chaotic

learning organizations

refers to companies that facilitate the learning of their members and continuously transform themselves

division of labor

the idea of breaking an entire job into its component parts and assigning each specific task to an individual worker; also called specialization

political forces

the relationship of individuals, their rights, and their property to the state

soldiering

the systematic slowdown in work by laborers with the deliberate purpose of keeping their employers ignorant of how fast the work can be done

administrative management

the universality of management as a function that can be applied to all organizations

Behavioral Approach

A view of management that emphasizes understanding the importance of human behavior, needs and attitudes within formal organizations

The contingency approach

An approach to management theories that emphasizes identifying the key variables in each management situation, understanding the relationships among these variables, and recognizing the complex system of cause and effects that exists in each and every managerial system.

subsystem

Any system that is part of a larger one

Katharine Cook Briggs and Isabel Briggs Myers

Based on Carl Jung's ideas, developed the Myers Briggs Type Indicator to classify personalities. Has been helpful in deciding what careers may be suitable for individuals based upon their personality.

Peter Senge

Businesses should be learning organizations, open to continuous improvement and adaption. Personal mastery is also important; organizations with employees who can learn quickly and develop personal masteries will likely have a competitive advantage over organizations whose workforces are not as adept at continual learning; also good to stress systems thinking and even build mental models/generalizations about how the company views the world; build shared visions and encourage team learning.

Henri Fayol

Functional definition of management, valued the reading/writing/experience aspects over the math and science traditions of the field, and put together a comprehensive list of general management principles, "an indispensable code needed for the management of business, industry, politics, religion, war or philanthropy."

Morris L Cooke

In an attempt to reduce inefficiencies, applied principles of scientific management to higher education, government agencies, and the mgt of WWI. He was considered a radical with a "bombshell" mindset towards education.

The Gilbreths

Increased efficiency through motion studies; used motion pictures and lights to track movements; developed therbligs (16 work motions). Dual-career couple.

21st Century Manangement

Influenced by scandals and increasing globalization, which establishes need for more oversight and controls (ethics) and quick adaption/better use of workers' talents and insights (creating a competitive advantage).

Theory X

The assumption that people are naturally lazy, must be threatened and forced to work, have little ambition or initiative, and do not try to fulfill any need higher than security needs at work.

Theory Y

The assumption that people naturally want to work, are capable of self-control, seek responsibility, are creative, and try to fulfill higher-order needs at work. The more popular approach of today, especially given freelance and restructuring of the traditional workplace.

Authority

The degree to which an organizational member accepts communication directed at him or her as something that should govern his or her actions.

entropy

The tendency of systems to deteriorate or break down over time

Acceptance Theory of Authority

The theory that, in formal organizations, authority flows up, because the decision as to whether an order, or communication has authority lies with the person who receives the communication

Max Weber

Theory of bureaucracy: management by office or position, rather than by person, based on rational authority.

classical approach

an approach to management that stresses the manager's role in a formal hierarchy of authority and focuses on the task, machines, and systems needed to accomplish the task efficiently

system

an arrangement of related or connected parts that form a whole unit

protestant ethic

an interpretation of the purpose of life, stating that, instead of merely waiting on earth for release into the next world, people should pursue an occupation and engage in high levels of worldly activity so that they can fulfill their calling

open system

an organization that continually interacts with its environment and therefore is well informed about changes within its surroundings and its position relative to these changes. This is the strategy of most successful orgs because they need to monitor surroundings and adapt to changing trends.

principles of scientific management

develop the "one best way" to perform a task; train/teach/develop each worker; cooperate with workers and provide an incentive to ensure that the work is done the "best way"; divide work and responsibility equally.

social forces

the relationship of people to each other within a particular culture

economic forces

the relationship of people to resources