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86 Cards in this Set
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Neo classical theory |
1920, it is an extension of classical theory. Modification,improvement and refinements in the classical principles. Attempts to fill gaps of the CT and makes it more comprehensive. Has evidence of accepting classical doctrine, but modified by taking into account informal group influence and individual behavior. It follows theoretical form of classical theory and emphasis on human dimension of mgmt |
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Consequences of industrial revolution |
Social consequences: population increase, development of stadard of living, urbanization. Economic conseq.: negative effect on agriculture, development of trade, structural development, technological development, increase productivity. Political conseq.: development of capitalism, development of trade union, increase political involvement, conflict among group |
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Fayol |
Division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of indiv. Interest to org. Interest, remuneration, centralization, order, equity, stability of tenure, initiative, spirit de corps. |
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Factors influencing develop. Of mgmt theories |
Economic factor, social factor, political factor, legal environment, technological elements |
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Classical theory |
Characteristics: division of labor, total process, stricture, levels of control, centralization, formality, emphasis on internal factor, economic concept about people. |
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Key concepts of classical theory |
Centralization, emphasis on internal factor, economic concept about people. Specific working method. Universality. Impersonality. Discipline |
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Bureaucracy |
Is a mgmt approach that emphasizes a structured org in which positions and authority are defined accord to formal rules |
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Basic principles of bureaucracies |
Chain of command. Division of work. Following org rules. Expert training. Arrangement of accurate record. |
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Elements of bureaucracies |
Hierarchy. Rules, regulations and procedures. Impersonality training. Legal authority |
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Administrative mgmt approach |
It is a mgmt approach that emphasizes the functional aspects of the org and mgmt by planning, organizing, and controlling |
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Concepts of adm mgmt |
Power of org, practicability, scientific basis, coordination |
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Negative adm mgmt |
Lack of flexibility. Neglect human factor. Reducing importance of theory |
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Scientific mgmt |
Am approach that emphasizes the scientific study of work methods to improve works efficiency |
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Benefits of scient mgmt |
Highest production. Increases efficiency. Developing working environment. Reducing autocracy. Best working method. Differentiate wages system. Taking quick decisions. |
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Elton Mayo |
Describing the social importance of factory. Developing industrial psychology. Influence of different factors on productivity. Importance on dvlp of group attitude. Behavioral observation |
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Motion study |
Science of eliminating wasteful less resulting from using unnecessary and inefficient motion. |
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Components of neo classical theory |
Motivation, style of supervise. Individual differences. Group dynamics. Nature of org |
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Human relations theory |
Emphasizes scientific research as the basis of dvlp theories about human behaviour in org that can be used to establish practical quidance for mgrs |
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Characteristics of modern mgmt theory |
System orientation. Movement. Interdependence of variables. Diverse element. Application of scientific method. Interdisciplinary team. Flexibility. Relying on guess in the choice of alternatives,normative |
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Criticism of modern mgmt theory |
Incomplete, operation costs. Quick change. Lack of specialist |
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Characteristics of social system theory |
Formal relation. Social factors and commitment. Creating cooperation. Increasing coordination. Social culture |
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Characteristics of decision theory |
General activities. Inspector. Planner. Supervisor. Coordinator. Specialist. |
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Features of quantative theory |
Expression formula. Mathematical model. Consistency in decision theory. Valuation system use of computer. Innovator. |
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Weaknesses of quantative theory |
Shortage of behavioral knowledge. Unacceptability emphasis on quantative analysis. Not applicable in all sectors. |
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System |
A set of thing interconnected so as to form a complex unity, a whole, composed of parts. |
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Strengths of a system |
Considering org as a open system. Org dvlp. Proper solution of the problem. Simplification of transformation activities |
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Contingency theory |
Mgmt approach emphasizes that appropriate mgmt behavior should be adapted to the unique circumstances of the org and specific situation |
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Maslow's model |
Order of needs. Hierarchy. Emphasis Descriptive. Unsatisfied needs energies behavior that causes performance. Any need can be motivator. General view of the motivational problems. |
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Herzberg model |
Order of needs. No hierarchy. Emphasis prescriptive. Gratified needs cause performance only higher needs serve as motivators. Micro view and deals with work oriented motivational problems. |
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Managerial grid |
Mouton and Blake. Approach to define leadership styles. 5 styles. |
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Hawthorne studies conclusion |
Social factors might be as powerful determinant of worker productivity as financial motives |
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System approach |
Consider universal process, scient mgmt and human elation theories as the study of mgmt in fragments. The whole is equal to sum of its ports. Mgrs must view org as a dynamic whole, focusing in the interdependence and interrelationship of the various subsystems from the point of view of overall effectiveness of org. |
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Barnard |
All org are a cooperative systems. He emphasized the role of individual and the importance eof his cooperation as a strategic factor. Three elements of org: willingness to serve org. Common purpose to an org. Communication between mgmt and labor in org. |
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Org environment theory |
Importance of studying external environment became clear after dvlp of open systems theory and contingency theory. Strategic mgmt and total quality mgmt |
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Modern mgmt theories |
After 1950. Refers to emphasizing the use of systematic mathematical techniques in the system with analyzing and understanding the interrelationship of mgmt and workers in all aspect. It has grown with growth of social economics and scientific institution. Non financial award is most important factor. |
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Quantative approach (operation research) |
Scientific method. Emphasizes the use of statistical model and systematic mathematical techniques to solve complex mgmt problems. Suggest alternatives based on statistical data. Contributors MacDonald, Terry, Szilagyi |
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System approach |
Late 196. Simon is the founder. System concept enables us to see the critical variables and constraints and their interactions with one another. Characteristics: a system must have some specific components, units. A change in one system affects the other subsystem. Every system is enfluenced by super system. All systems must have some common objectives. A system is goal oriented. A system cannot survive isolation. Contributors:Katz, Khan, Johnson. |
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Contingency approach |
Situational approach. 1980 it was viewed as key to effective mgmt. It accepts dynamics and complexities of org structure. An org is affected by its environment and environment is composed by physical resources, persons, climate,culture, economic and market conditions. There is no universally applicable set of rules by which to manage org. Contributors Stalker, Woodward, Burns |
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Taylor |
Functional foremanship - first level supervisor is responsible only for workers who perform a common task familiar to supervisor. Money is the way to motivate workers to their fullest capabilities. Piece work system - standard wage for stadard production, exceed receive higher rate. |
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Lillian Gilberth |
Better working conditions means of improving efficiency and productivity. |
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Outcomes of scientific mgmt |
+ demonstrated the importance eof differential compensation for performance. Careful study of tasks and jobs. Importance of personnel selection and training. - didn't appreciate the social context. Didn't acknowledge variance among individual abilities. Ignored workers as uniformed, lazy. |
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Fayol |
Planning, commanding, coordinating, organizing, controlling. |
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Mary Follett |
Key to effective mgmt was coordination and harmony. Mgrs should harmonize and coordinate groups rather than force and coerce. Mgmt is continuous dynamic process. Authority by situation. Power with. |
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Barnard |
Two primary functions of executives: establish and maintain communication system among employees, establish objectives and motivate. Informal org exists in all orgs. Theory of authority - authority flows from the ability of subordinates to accept or reject an order. |
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Quantative perspective |
4 components: decision making focus - focus on problem taht require action. Measurable criteria - alternatives compared on the basis of some measurable criteria. Quantative method - a Quant. Model of the situation is formulated in order to assess impact of each alternative. Computers. |
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Systems perspective |
Open systems must interact with the external environment to survive. Synergy - all subsystems work together making a whole greater than the sum of its parts. Entropy - tendency of systems to decay over time Organic system - or living system. That must satisfy three conditions: Stable ( various parts are in balance) Growth ( grow and mature) Adapt toe environmental changes. Subsystems: -production Supportive Maintenance Adaptive Managerial Individual as a group Informal group. |
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Contingency perspective |
Woodward - mgmt style is affected by org technology. 3 types of technology : small batch, mass production, continuous process Three characteristics -open system perspective - multivariate approach - practical research orientation |
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Chaos theory |
Tetenbaum identifies the information age as: Technology increases production, efficiency and consumer power Globalization Fierce competition Speed Change Complexity and paradox are the results of these factors and presents Mgr with challenge of conflicting choices and conditions. Key characteristics: Chaos is order. Orderly disorder. Chaos is self organizing entity. Structure evolves and changes emerge. Characteristics of chaordic org. Knowledge and info sharing Innovation and creativity Teamwork and project orientation
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Contemporary theories |
TqM Deming Learning org Senge |
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Adam Smith |
Each individual strives for wealth Productivity increase with division of labor Free market provides the best environment for wealth accumulation Property rights are vital to the concept of free market. |
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Names of industrial era |
Owen - Search for harmony between human factor and machines. Babbage - application of scientific approach to mgmt - breaking jobs to elements and costing each element individually. Üre - education of mgmt (Dupin in France) Towne - concept of shop mgmt and shop accounting. |
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Human relations theory |
Result of: The threat of unionization ( after great depression). Millions stood in bread lines. Public sympathy swung from mgmt to labor. Congress started pass prolabor legislation. Wagner act in 1935 legalized union-mgmt collective bargaining, mgmt began searching for ways out. HRM provided abswer: satisfied worker less likely to join union. The Hawthorne studies mgmt interest stirred to psychological and sociological dynamics of the workplace. Switched from the simplistic economic man to social man era. Philosophy of industrial humanism. Was needed to provide convincing rationale for treating employees better. |
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Social person era |
Reflects more emerging philosophy than criterion for managerial action. 1930. Belief was that employee satisfaction and productivity were dependent on favorable social interactions among employees; therefore the key to efficiency and workplace harmony was supportive human relations. |
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WWII |
Placed a great emphasize on the need of trained mgrs; teamwork and group leadership were in vogue. |
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Mayo |
Workers thought and act as a group Workers should sacrifice self interest in the face of group pressure. Supervisors have significant impact in output. Social world of adult is around work activity Need for recognition, security is more important that work conditions Group collaboration doesn't occur by accident, it must be planned and developed. |
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Maslow |
Physiological Safety Love,belonging Self esteem Self actualization |
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Vroom |
Expectancy theory - workers will be motivated if they believe that puting effort will yield job performance, taht would lead to benefits, and these rewards are valued. Behavior is a result of constant conscious choices among alternatives. |
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Likert |
Examined different types of org and leadership and concluded that to achieve maximum profitability, good labor relations and high productivity, every org must have optimum use of human assets. Four mgmt styles Exploitive-authoritarian Benevolent-authoritarian Consultative Participative group system |
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Herzberg |
Hygiene and motivation theory |
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McClelland |
Work on achievement of innovation and consciousness Need for achievement - distinct human motive |
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Argyris |
Compared bureaucratic values wit humanistic values. First leads to conflict, mistrust, rigidity, decrease in org success in problem solving Second develops trusting relationships, interpersonal competences,cooperation and flexibility. |
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Great deression |
Was na economical political social and psychological watershed. It brought a new interpetations of the role of the government in economics by establishing social floors and hedges against unemployment. Hard work and self help weren't views as a means for success. Economic growth was retarded by depression and post war boom created a need for top management viewpoint. People tried to find their identity, they become the main concerns of mgrs. |
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Glulick |
4 basic systems of departmentalization Purpose, process, persons, place. Major purpose of org is coordination Homogeneity of group ensures coordination and maintain flexibility |
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Urwick |
General theory f org and mgmt. 8 pribciples: Principle of objective Principle of correspondence - authority and responsibility should be coequal. Principle of responsibility - responsibility of higher authority is absolute Principle of authority - clear line of authority Principle of the span of control - no more that 5 subordinates whose works interlocks. Principle of specialization - ones work should be limited to a single function Principle of coordination - parts of org interrelated for unity of effort Principle of definition - position is clear defined Principle of balance - parts should be kept in balance Principle of continuity - reorganization is continuous process. Steps in administrative process: Planning Organizing Staffing Directing Co-ordinating Reporting and Budgeting. |
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Graicunas |
Span of control. Max 5 subordinates. Wider spans are acceptable on the lower levels where subordinates worked more or less individually. |
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Davis |
The function of executive leadership - management Stressed the need for prof. Mgrs. Functions of control: preliminary, concurrent ad corrective. |
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Martindell |
Excellent management Factors of excellent mgmt: Economic function Org structure Earnings growth Fairness to stakeholders Research and development Value of board of directors Fiscal policies Productive efficiency Sales Abilities of executives.
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Dennison |
Favored teamwork Gulick and urwick advocated formalizing relationships to make coordination easier. Berle and Means, Burnham stressed the delegating of operations to prof mgrs. |
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Gordon and Howell |
Parts of management study: Problem solving through quantative methods Org theory Mgmt principles Human relations. Thus integrating these parts business schools would be able.to.prepare better specialists. |
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Mintzberg |
Roles of mgrs Interpersonal - figurehead, leader Informational - monitor Decisional - entrepreneur, negotiator. negotiator.
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Four forces reshaping US |
Exhaustion of the supply of free land Concentration of wealth and power n a few industries Political expansion by the US territories Rise of population -------- Ideals of individualism, economic equality vanished |
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Period of collision |
Decline of individual.ethic replaced by a social ethic, mental revolution Seed for social person: need for affiliation, security in conformity, consciousness of social relations |
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Hawthorne studies |
Illumination study Relay-assembly test room (effects of working conditions, incentives plan, records on outside influence) reasons in increase in output: small group, supervisory style, earnings increase, novelty f being participant and attention The interviewing program Mayo- view of org as a social system, psychology of total situation, rest period improved morale. Link between supervision, morale and productivity -the foundation of the hrmovement. Bank-wiring study - men. Informal group. It has 2 functions protect members from internal indiscretions, protect from mgrs. |
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Roethlisberg |
Org is a social system. Technical requirements for efficiency and return should be interrelated with human element. Org.work environment objects become a carriers of social value ( desk) sentiments should be considered in dealing with employees. Mgrs should try to achieve equilibrium between logic of efficiency and logic of sentiments. Outcome of Hathwarn studies- mix of mgmt skills: diagnostic, interpersonal, technical. |
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Anomie |
Without norms, basis of thinking about effective human collaboration. Nirmless mode of life in which individuals were lost along with the social bonds. |
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Mayo vs Taylor |
Both had the same goal - collaboration and cooperation in industry. But their means of achieving it were different, but both in the end anticipated recognition of a mutually beneficial relationship bw employees and employers. Mayo based in Barnard believed that authority should be based on social skills in securing cooperation rather than on technical skill. |
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Follett |
Basis of her thinking was the " whole man" and relations bw whole men within group. The group principle - bring out individual differences and integrate them into a single whole . Conflict confronting - voluntary submission of one side, struggle and victory of one over another, compromise, integration. Collective responsibility lies in group responsibility, employees involved ad partners in shaping work policies. Principle of integrative unity - finding solution that satisfies all parties. Coaction instead of consent and coercion. Law of situation - necessity of action in accord with the unique requirements of situation. (Taylor's obedience determined by study rather than rule of thumb) Circular response - cont process based on the opportunity for parties to influence each other through open interaction. Control is immposible to achieve without unity and cooperation in a given situation. Mgrs control interrelationship not people. Fact control rather than man control. Leadership should be based on reciprocal influence of leader on followers. No followers but people working with them. |
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Barnard |
Research failure to provide for human coop in formal org. Survival of org. Is a maintenance of an equilibrium of complex character in cont fluctuating environment of physical, biological and social elements Difference bw effectiveness and efficiency - difference bw personal motives and Org motives. A formal system of coop required an objective if coop successful and objective obtained, the system is effective. Ccop efficiency is based on individual efficiency. The degree which individual motives were satisfied. All systems have 3 elements - willingness to coop - a common objectives - members able to communicate An economy of incentives - offering objective incentives (material, nonmaterial, associational) and changing subjective attitudes through persuasion. Informal group functions -Means of communication - further cohesiveness among members - protect members' integrity Authority is the character of comm. 2 aspects: subjective (personal accepting of comm as being auhority) accepted by virtue. Auhority accepted when : People understand comm They believe comm is consistent with purpose Comm is compatible with their personal interest " zone of indifference " set of comm indiv would rarely challenge. The function of exec human nervous system Provide comm system Promote securing of efforts Formulate purpose |
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Gestalt notion |
Ah benim sarhoşum ah çağın yüreğim sus artık All behavior involves a multiplier effect. Indiv within group should be studied as a part of dynamic social system. |
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Lindemann, Moreno, lewin |
Lindeman - developed methods to observe and categorize group interactions. Moreno - sociometry a process of classification which is calculate to bring indivs together who are capable of harmonious interrelationship. Group structure can be studied using Quant methods (sociogram) Lewin - field theory group behavior is a set of symbolic interactions and forces that affect bot group structure and indiv behavior. Group is a cont process of mutual adaptation. Quasi stationary equilibrium. Behavior is a function of person and environment. Successful change requires 3 phases: unfreezing, changing, refreezing. |
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Scanlon plan |
Suggestion system that sought methods and Means to reduce labor costs Joint labor mgmt committees No indiv award Coop and colabo over competition Group rewards for suggestions |
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McCormick |
Bottom up mgmt Delegation of authority Latitude in decision making Free interchanging of ideas freedom to fail. Junior board of directors. |
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Likert |
Study on leadership styles resulted in higher productivity. 2 styles uncovered Job centered Employee centered Situational approach to leadership - leaders behavior consist of two dimensions: consideration and initiating structure. |
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Simon |
Mgr decision making is bounded to limited mental capacity,emotions, environment factors. Bounded rationality. Optimum decision almost never made. By structuring a simplified model and identifying alternatives, they find satisfactory decision instead of optimum. Satisficing- proves of examination of all alternatives and ranking them, then find first satisfying alternative. Rejected that mgrs a completely rational decision makers |
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Mooney |
Efficient org must have formalism and the efficient coordination of all relationships 3 principles of org: - coordinative an orderly arrangement of group effort to provide unity of action in the pursuit of common purpose. Foundation is authority. Objective- surplus through service - scalar principle- formal process through which authority operates from top throughout entire body. Foundation is leadership - functional distinction bw different kinds of duties (division of labor) ~ weber authority and bureaucracy |
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Dennison |
Purpose of org engineering- making success of group life. Build a teamwork. Team play |
