Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
57 Cards in this Set
- Front
- Back
|
MANAGEMENT IN ANTIQUITY
Used written rules and regulations for governance |
Sumerians |
|
|
Used management practices to construct pyramids |
Egyptians |
|
|
Used extensive set of laws and policies for governance |
Babylonians |
|
|
Used different governing systems for cities and state |
Greeks |
|
|
Used organized structure for communication and control |
Romans |
|
|
Used extensive organization structure for goverment agencies and the arts |
Chinese |
|
|
Used organization design and planning concepts to control the seas |
Venetians |
|
|
EARLY MANAGEMENT PIONEERS -British industrialist who recognized the importance of human resources and implemented better working conditions through reduced child labor, meals, and shorter hours. |
Robert Owen (1771-1858) |
|
|
English mathematician who focused on creating efficiencies of production through the division of labor, management and labor cooperation
Wrote "On the Economy of Machinery and Manufactures" |
Charles Babbage (1792-1871) |
|
|
THE CLASSICAL MANAGEMENT PERSPECTIVE (2 MAJOR SCHOOLS) Concerned with improving the performance of individual workers Grew out of the industrial revolution's labor shortage at the beginning of the twentieth century. |
Scientific Management |
|
|
A theory that focuses on managing the total organization |
Administrative Management |
|
|
-FATHER OF SCIENTIFIC MANAGEMENT -Replaced rule-of-thumb/intuitive methods with scientifically-based work methods to eliminate "soldiering" (we could call it "gaming the system" today) -believed in selecting, training, teaching and developing workers. -used time studies, standards planning, exception rule, slide-rules, instruction cards, and piece-work pay systems to control and motivate employees |
Frederick Taylor (1856-1915) |
|
|
THE CLASSICAL MANAGEMENT PERSPECTIVE Time-motions studies (broke movements into therbligs) Reduced the number of movements in bricklaying, resulting in increased output of 200%. |
Frank (1868-1924) and Lilian Gilbreth (1878-1972) |
|
|
Was an early associate of Frederick Taylor Developed other techniques inclunding Gantt chart, to improve working efficiency through planning/scheduling. |
Henry Gantt (1861-1919) |
|
|
Advocated job specialization in both managerial and operating jobs. |
Harrington Emerson (1838-1931) |
|
|
Focuses on managing the total organization rather than individuals |
Administrative Management Theory |
|
|
Wrote "General and Industrial Management" Helped to systematize the practice of management He was the first researcher to identify the specific management functions of planning, organizing, leading and controlling. |
Henri Fayol (1841-1925) |
|
|
ADMINISTRATIVE MANAGEMENT THEORY-FAYOL'S 14 PRINCIPLES
This principle is the same as Adam Smith's division of labor. Specialization increases output by making employees more efficient. |
1. Division of work |
|
|
Managers must be able to give orders. Authority gives them this right. Authority should be commensurate to responsibility. |
2. Authority |
|
|
Employees must obey and respect the rules that govern in the organization. Good discipline is the result of the effective leadership, a clear understanding between management and workers regarding the organization's rules.
|
3. Discipline |
|
|
Every employee should receive orders from only one superior |
4. Unity of command |
|
|
Each group of organization activities that have the same objective should be directed by one manager using one plan. |
5. Unity of direction |
|
|
The interest of any one employee or group of employees should not take precedence over the interest of the organization as a whole. |
6. Subordination of individual interest to the general interest |
|
|
Workers must be paid a fair wage for their services |
7. Remuneration |
|
|
The degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinate) is a question of proper proportion. The task is to find the optimum degree of centralization of each situation. |
8. Centralization |
|
|
The line of authority from the top management to the lowest ranks. Generally, formal communication should follow this chain. |
9. Scalar Chain |
|
|
People and materials should be in the right place at the right time. |
10. Order |
|
|
Managers should be kind and fair to their subordinates. |
11. Equity |
|
|
High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies |
12. Stability/Tenure of personnel |
|
|
Employees who are allowed to originate and carry out plans will exert high levels of effort. |
13. Initiative |
|
|
Promoting team spirit will build harmony and unity within the organization |
14. Esprit de corps |
|
|
CLASSICAL MANAGEMENT PROPONENTS
-Integrated the work of previous management theorists in THE ELEMENTS OF BUSINESS ADMINISTRATION. -Founded ASQ in 1956 |
Lyndall Urwick (1891-1983) |
|
|
-Wrote THE FUNCTIONS OF THE EXECUTIVE -Proposed a theory of the acceptance of authority (by subordinates) as the source of power and influence for managers. |
Chester Barnard (1886-1961) |
|
|
-His theory of bureaucracy is based on a rational set of guidelines for structing organizations. -THE PROTESTANT ETHIC AND THE SPIRIT OF CAPITALISM -THE THEORY OF SOCIAL AND ECONOMIC ORGANIZATION -The ideal bureaucracy |
Max Weber (1864-1920) |
|
|
THE CLASSICAL MANAGEMENT PERSPECTIVE TODAY
-Laid the foundation for later theoretical developments. -Identified management processes, functions, and skills. -Focused attention on management as a valid subject of scientific theory. |
Contributions |
|
|
-More appropriate approach for use in traditional, stable, simple organizations. -Prescribed universal procedures that are not appropriate in some settings. -Employees viewed as tools rather than as resources. |
Limitations |
|
|
THE BEHAVIORAL MANAGEMENT PERSPECTIVE -Emphasized individual attitudes and behaviors, and group processes. -Recognized the importance of behavioral processes in the workplace |
Behavioral management |
|
|
-A German Psychologist, considered the father of industrial psychology, -wrote "Psychology and Industrial Efficiency" a pioneering work in the practice of applying psychological concepts to industrial settings. |
Hugo Munsterberg (1863-1916) |
|
|
THE HAWTHORNE STUDIES
-Western Electric Hawthorne, IL Plant (1927-1935) -Group study- the effects of a piecework incentive plan on production workers -Interview program |
Elton Mayo (1880-1949) |
|
|
THE BEHAVIORAL MANAGEMENT PERSPECTIVE -Grew out of the Hawthorne studies. -Proposed that workers respond primarily to the social context of work. -Assumed that the manager's concern fro workers would lead to increased worker satisfaction and improved worker performance |
The Human Relations Movement |
|
|
Advanced a needs theory thag employees are motivated by a hierachy of needs that they seek to satisfy. |
Abraham Moslow (1908-1970) |
|
|
Proposed theory X and Theory Y concepts of managerial beliefs about people and work. |
Douglas Mcgregor |
|
|
Helped the world war II allied forces manage logidtical problems. Focuses on decision making economic effectiveness, mathematical models, and the use of computers to solve quantitative problems. |
Quantitative Management |
|
|
Focuses on the development of representative mathematical models to assist with decisions |
Management Science |
|
|
The practical application of management science to efficiently manage the production and distribution of products and services |
Operations Management |
|
|
INTEGRATING PERSPECTIVES FOR MANAGERS
A system is an interrelated set of elements functioning as a whole. |
Systems Perspective - Ludwig von Bertalanffy (1901-1972) |
|
|
An organization that interacts with its external environment. |
Open system |
|
|
An organization that does not interact with its environment |
Closed system |
|
|
The importance of subsystems is due to their interdependence on each other within the organization |
Subsystems |
|
|
SYSTEMS PERSPECTIVE
Subsystems are more successful working together in a cooperative and coordinated fashion tha working alone. The whole system (Subsystems working together as one system) is more productive and efficient than the sum of its parts. |
Synergy |
|
|
A normal process in which an organization system declines due to to failing to adjust to change in its environment. It can be avoided and the organization re-energized throught organization change and renewal |
Entropy |
|
|
THE CONTINGENCY PERSPECTIVE Include the classical, behavior l, and quantitive approaches. Each attempted to indetify the "one best way" to manage organization |
Universal perspective |
|
|
Suggests that each organization is unique. The approciate managerial behaviorfor managing an organization depends (is contingent) on the current situation in the organization |
The Contingency Perspective |
|
|
Is a complementary way of thinking about theories of management. Involves the recognition of current system and subsystem and implemented better working conditions through reduced child labor, meals, and shorter hours. environmental influences, and the situational nature of management. |
The Contingency Perspective |
|
|
William Ouchi's (1943) "Theory Z" Peters and Waterman's "In Search of Excellence" Edward and Lawyer Lyman Porter integrative model Stephen Covey, "The 7 Habits of Highly Effectivr Managers." |
Contemporary Applied Management Perspectives |
|
|
William Ouchi's (1943) "Theory Z" Peters and Waterman's "In Search of Excellence" Edward and Lawyer Lyman Porter integrative model Stephen Covey, "The 7 Habits of Highly Effectivr Managers." |
Contemporary Applied Management Perspectives |
|
|
William Ouchi's (1943) "Theory Z" Peters and Waterman's "In Search of Excellence" Edward and Lawyer Lyman Porter integrative model Stephen Covey, "The 7 Habits of Highly Effectivr Managers." |
Contemporary Applied Management Perspectives |
