MNGT 301 ch 2 - The Evolution of Management Thinking
Mary Parker Follet (1868-1933)
"Don't hug your blueprints"
Charles Clinton Spaulding
"father of African-American management"
Lillian M. Gilbreth
"first lady of management"
Frederick Taylor
"the best managment is a true science, resting upon clearly defined laws, rules, and principles."
Theory X
-The average human being has an inherent dislike of work and will avoid it if possible. -Because of the human characteristic of dislike for work, most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. -The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all.
Theory Y
-The expenditure of physical and mental effort in work is as natural as play or rest. The average human being does not inherently dislike work. -External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. A person will exercise self-direction and self-control in the service of objectives to which he or she is committed. -The average human being learns, under proper conditions, not only to accept but to seek responsibility. -The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. -Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
Characteristics of Weberian Bureaucracy
1. Division of labor, with clear definitions of authority and responsibility. 2. Positions organized in a hierarchy of authority 3. Managers subject to rules and procedures that will ensure reliable, predictable behavior 4. Managment separate from the ownership of the organizations 5. Administrative acts and decisions recorded in writing 6. Personnel selected and promoted based on technical qualifications
synergy
A concept that says that the whole is greater than the sum of its parts.
Hawthorne Studies
A series of research efforts that was important in shaping ideas concerning how managers should treat workers.
system
A set of interrelated parts that function as a whole to achieve a common purpose.
scientific management
A subfield of the classical perspective that emphasizes scientifically determined changes in management practices as the solution to improving labor productivity.
Administrative Principles
A subfield of the classical perspective that focuses on the total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating, and controlling.
Max Weber
Distinct definitions of authority and responsibility and clearly defined duties create a clear division of labor.
Behavioral Sciences Approach
Draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting.
bureaucratic organizations approach
Emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, formal recordkeeping, and separation of management and ownership.
humanist perspective
Emphasizes understanding human behavior, needs, and attitudes in the workplace.
Jos De Blok
Founded Buurtzorg in 2006, utilizes theory Y. Nurses run the show in the netherlands, bossless.
Frank B. Gilbreth
He stressed efficiency and was known for his quest for the one best way to do work. Although he is known for his early work with bricklayers, his work had great impact on medical surgery by drastically reducing the time that patients spent on the operating table. Surgeons were able to save countless lives through the application of time and motion study.
Scalar chain
Henri Fayol: A chain of authority extends from the top to the bottom of the organization and should include every employee.
Division of work
Henri Fayol: Managerial work and technical work are amenable to specialization to produce more and better work with the same amount of effort.
Unity of direction
Henri Fayol: Similar activities in an organization should be grouped together under one manager.
Unity of command
Henri Fayol: each subordinate receives orders from one--and only one--superior.
Mary Parker Follet (1868-1933)
Her approach to leadership stressed the importance of people rather than engineering techniques
Henri Fayol (1841-1925)
In his most significant work, General and Industrial Management, Fayol discussed 14 general principles of management, several of which are part of management philosophy today.
operations research
It consists of mathematical model building and other applications of quantitative techniques to managerial problems.
Systems thinking
Looking not just at discrete parts of an organizational situation, but also at the continually changing interactions among the parts.
subsystems
Parts of a system that depend on one another for their functioning.
Max Weber
Positions are organized in a hierarchy, with each position under the authority of a higher one.
quants
Refers to financial managers and others who make decisions based primarily on complex quantitative analysis.
Hawthorne effect
Researchers and scholars realized that the researcher can influence the outcome of an experiment by being too closely involved with research subjects. Subjects behaved differently because of the active participation of researchers in the Hawthorne experiments.
Lillian M. Gilbreth
She pioneered in the field of industrial psychology and made substantial contributions to human resource management.
Cooperation and Teamwork
Spaulding: Cooperation, unity, and regular communication among managers is essential.
Division of labor
Spaulding: Departmental divisions should function separately under the direction of managers.
Adequate manpower
Spaulding: There must be a reliable system for acquiring and training the best employees.
Authority and responsibility
Spaulding: There should be a manager who has the responsibility and authority to decide on every fundamental issue.
human relations movement
Stresses the satisfaction of employees' basic needs as the key to increased productivity.
human resources perspective
Suggests that jobs should be designed to meet people's higher-level needs by allowing employees to use their full potential.
classical perspective
Takes a rational, scientific approach to management and seeks to turn organizations into efficient operating machines.
contingency view
Tells managers that what works in one organizational situation might not work in another.
Information technology (IT)
The hardware, software, telecommunications, database management, and other technologies used to store, process, and distribute information.
Max Weber
The manager gives orders successfully not on the basis of his or her personality, but on the legal power invested in the managerial position.
Max Weber
The organization relies on rules and written records for continuity.
quantitative techniques
The use of mathematics, statistics, and computer technology to facilitate management decision making.
Elton Mayo and Fritz Roethlisberger
Two Harvard professors that guided the Relay Assembly Test Room (RATR) experiment. Lasted 6 years and 24 separate experimental periods. Evaluated conditions such as rest breaks and workday length, physical health, amount of sleep, and diet. Realized that human relations was the true cause of increased productivity during the Hawthorne Studies.
management science
Uses mathematics, statistical techniques, and computer technology to facilitate management decision making, particularly for complex problems. Also called the quantitative perspective. (falls within the classical perspective)
Max Weber (1864-1920)
a German theorist, introduced most of the concepts on bureaucratic organizations.
Gantt chart
a bar graph that measures planned and completed work along each stage of production by time elapsed.
Abraham Maslow (1908-1970)
a practicing psychologist, observed that his patients' problems usually stemmed from an inability to satisfy their needs. Thus, he generalized his work and suggested a hierarchy of needs. His hierarchy started with physiological needs and progressed to safety, belongingness, esteem, and, finally, self-actualization needs.
bureaucratic organizations approach
a subfield within the classical perspective that looks at the organization as a whole
Chester I. Barnard (1886-1961)
argued that organizations are not machines and stressed that informal relationships are powerful forces that can help the organization if properly managed.
human relations movement
based on the idea that truly effective control comes from within the individual worker rather than from strict, authoritarian control.
Max Weber
believed that an organization based on rational authority would be more efficient and adaptable to change because continuity is related to formal structure and positions rather than to a particular person, who may leave or die.
Henri Fayol
dentified five basic functions or elements of management: planning, organizing, commanding, coordinating, and controlling. These functions underlie much of the general approach to today's management theory.
case view
each situation is believed to be unique, principles are not universal, and one learns about management by experiencing a large number of case problem situations
Mary Parker Follet
emphasized worker participation and empowerment, shared goals, and facilitating rather than controlling employees.
scientific management
emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity.
focus on humanity of production
focus: management focus is on meeting human needs for greater motivation and engagement to increase effectiveness
focus on things of production
focus: management focus is on production efficiency via organization design and workflow systems and control
Douglas McGregor (1906-1964)
formulated theory X and theory Y. believed that the classical perspective was based on Theory X assumptions about workers. He also felt that a slightly modified version of Theory X fit early human relations ideas. In other words, human relations ideas did not go far enough. He proposed Theory Y as a more realistic view of workers for guiding management thinking.
Charles Clinton Spaulding
he outlined eight "fundamental necessities," is his 1927 article"The Administration of Big Business"
Max Weber
he thought that rationality in organizations meant employee selection and advancement based not on whom you know, but rather on competence and technical qualifications, which are assessed by examination or according to specific training and experience.
open (collaborative) innovation
management perspective: Continually search for new ways to manage the relationship with employees, customers, and business partners
contingency view
management perspective: Focus on the variability in each situation before settling on a course of action
management science
management perspective: Forecast, schedule and use breakeven analysis as part of the planning process
total quality management
management perspective: Involve employees in the decision making process
contingency view
management perspective: Look for patterns and characteristics in the organization when making action plans
systems thinking
management perspective: Manage the organization as a coordinated whole
open (collaborative) innovation
management perspective: Mix historical perspectives with new concepts when evaluating decisions
total quality management
management perspective: Strive to continually improve work processes
systems thinking
management perspective: Understand the synergy of the entire organization to better forecast results
technology driven workplace
management perspective: Use Customer Relationship Management tools to assist in scheduling and forecasting
humanistic
management perspective: facilitate rather than control
classical
management perspective: organize, coordinate, and control
classical
management perspective: rely on rules and records
humanistic
management perspective: treat individuals well so they will follow authority
management science
management perspective: use quantitative techniques to solve problems
technology driven workplace
management perspective: use technology to stay close to customers
contingency
means that one thing depends on other things
holocracy
no one has a supervisor, and employees voluntarily join various impermanent groups
contingency view
organizational phenomena exist in logical patterns. Managers devise and apply similar responses to common types of problems.
bureaucracy
organizations that would be managed on an impersonal, rational basis.
the classical perspective
perspective that the earliest focus of management was on the things of production.
Frank B. Gilbreth
pioneered time and motion study
Five basic functions/elements of management
planning, organizing, commanding, coordinating, and controlling
humanist perspective
primary focus on the humanity of production
Frederick Taylor
proposed that workers "could be retooled like machines, their physical and mental gears recalibrated for better productivity." He insisted that improving productivity meant that management itself would have to change and, further, that the manner of change could be determined only by scientific study; hence, the label scientific management emerged.
Operations management
refers to the field of management that specializes in the physical production of goods or services.
Max Weber
rules and procedures are impersonal and applied uniformly to all employees.
Mary Parker Follet (1868-1933)
she addressed issues that are timely today, such as ethics, power, and leading in a way that encourages employees to give their best. The concepts of empowering, facilitating rather than controlling employees, and allowing employees to act depending on the authority of the situation opened new areas for theoretical study by Chester Barnard and others
Chester I. Barnard (1886-1961)
significant contributions were the concept of the informal organization and the acceptance theory of authority
acceptance theory of authority
states that people have free will and can choose whether to follow management orders. People typically follow orders because they perceive positive benefit to themselves, but they do have a choice. Managers should treat employees properly because their acceptance of authority may be critical to organization success in important situations.
human relations movement
stresses the satisfaction of employees' basic needs as the key to increased productivity.
Frederick Taylor
suggested that decisions based on rules of thumb and tradition be replaced with precise procedures developed after careful study of individual situations.
universalist view
the classical perspective was assumed to be universal; that is, whatever worked in one organization in terms of management style, bureaucratic structure, and so on would work in any other one.
Frederick Taylor
the father of scientific management
the classical perspective
the perspective that the needs of people were often ignored in the interest of higher production efficiency and profit
informal organization
this occurs in all formal organizations and includes cliques, informal networks, and naturally occurring social groupings.
classical perspective
this perspective on management emerged during the nineteenth and early twentieth centuries
humanist perspective
three primary subfields based on this perspective: the human relations movement, the human resources perspective, and the behavioral sciences approach.
Mary Parker Follet and Chester I. Barnard
were early advocates of a more humanistic approach to management
