MGMT 309 - Chapter 2

Charles Bagge

English mathematician who focused on efficiencies of production; his book was called On the Economy of Machinery and Manufactures in a sense, his work was a forerunner of classical and quantitative management perspectives in many ways, was an originator of modern management theory and practice

administrative management

focuses on managing the total organization and on ways to make it more efficient and effective Henri Fayol, Lyndall Urwick, Max Weber, and Chester Barnard

management science

has little in common to scientific management (not the same thing) focuses specifically on the development of mathematical models (a simplified representation of a system, process, or relationship)

classical management perspective

includes two different branches: scientific management and administrative management

importance of theory in management

management theories, used to build organizations and guide them toward their goals, are grounded in reality

theory Y

more positive and represents the assumptions that human relations advocates make; McGregor thought Theory Y was more appropriate

steps in scientific management

1) develop a science for each element of the job to replace old rule-of-thumb methods 2) scientifically select employees and then train them to do the job as described in step 1 3) supervise employees to make sure they follow the prescribed methods for performing their jobs 4) continue to plan the work, but use workers to get the work done

Robert Owen

British industrialist and reformer who was one of the first managers to recognize the importance of an organization's human resources; believed that workers deserved respect and dignity implemented better working conditions, higher minimum working age for children, meals for employees, and reduced work hours

theory

a conceptual framework for organizing knowledge and providing a blueprint of action

entropy

a normal process leading to system decline primary objective from a systems perspective: continually re-energize the organization to avoid entropy

closed systems

a system that does not interact with its environment

open systems

a system that interacts with its environment

subsystems

a system within another system because they are interdependent, a change in one subsystem can affect other subsystems as well

universal perspective

an attempt to identify the one best way to do something classical, behavioral, and quantitative approaches are considered _______

system

an interrelated set of elements functioning as a whole

quantitative management perspective

applies quantitative techniques to management focuses on decision making, economic effectiveness, mathematical models, and the use of computers composed of two branches: management science and operations management

human relations movement

argued that workers respond primarily to the social context of the workplace basic assumption: the manager's concern for workers would lead to increased satisfaction, which would in turn result in improved performance grew from the Hawthorne studies Abraham Maslow and Douglas McGregor

importance of history in management

awareness and understanding of important historical developments - provides a sense of heritage and helps managers avoid the mistakes of others

McGregor's X/Y model

best represents the essence of the human relations movement Theory X and Theory Y reflect two extreme belief sets that different managers have about their workers

systems perspective of organizations

by viewing organizations as systems, managers can better understand the importance of their environment and the level of interdependence among subsystems within the organization; managers must also understand how their decisions affect and are affected by other subsystems within the organization 1) inputs from the environment: material, human, financial, and information inputs 2) transformation process: technology, operating systems, administrative systems, and control systems 3) outputs into the environment: products/services, profits/losses, employee behaviors, and information outputs 4) feedback: the environment reacts to these outputs and provides feedback to the system

timeline of management perspectives

classical perspective behavioral perspective quantitative perspective systems perspective contingency perspective theory z and excellence perspective contemporary applied perspectives

integrating framework

classical, behavioral, and quantitative management perspectives can be complementary and that the systems and contingency perspectives can help integrate them before managers try to apply concepts or ideas from the three major perspectives (classical, behavioral, and quantitative), they must recognize: the interdependence of units within the organization, the effect of environmental influences, and the need to respond to the unique characteristics of each situation

scientific management

concerned with improving the performance of individual workers Frederick W. Taylor, Frank and Lillian Gilbreth, Henry Gantt, and Harrington Emerson

organizational behavior

contemporary field focusing on behavioral perspectives on management acknowledge that human behavior in organizations is much more complex than the human relationists realized takes a holistic view of behavior and address individual group, and organization processes topics include job satisfaction, stress, motivation, leadership, group dynamics, organizational politics, interpersonal conflict, and the structure and design of organizations

contingency perspective

contrasts the universal perspective suggest that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements in that situation effective managerial behavior in one situation cannot always be generalized to other situations

behavioral management perspective

emphasizes individual attitudes and behaviors and group processes and recognized the importance of behavioral processes in the workplace

soldiering

employees deliberately working at a slow pace

theory X

relatively pessimistic and negative view of workers consistent with the views of scientific management

operations management

somewhat less mathematical and statistically sophisticated than management science and can be applied more directly to managerial situations concerned with helping the organization more efficiently produce its products or services can be viewed as a form of applied management science queuing theory, break-even analysis, and simulation

Maslow's Hierarchy of needs

theory suggested that people are motivated by a hierarchy of needs, including monetary incentives and social acceptance

synergy

two or more subsystems working together to produce more than the total of what they might produce working alone

contemporary management challenges

unpredictable economy that limits growth, management of diversity, employee privacy, increased capabilities that technology provides for people to work at places other than their offices, and the appropriate role of the Internet in business strategy globalization ethics and social responsibility and their relationship to corporate governance quality; more and more organizations are using quality as a basis for competition; improving quality tends to increase productivity because making higher-quality products generally results in less waste and rework; enhancing quality lowers costs; important because of its relationship to productivity shift toward a service economy; much more important in the last few decades; unique because services are intangible role and impact of social media in business