Traditional And Contemporary Issues And Challenges

Front 1

Used written rules and regulations for governance

Back 1

Sumerians

Front 2

Used management practices to construct pyramids

Back 2

Egyptians

Front 3

Used extensive set of laws and policies for governance

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Babylonians

Front 4

Used different governing systems for cities and state

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Greeks

Front 5

Used organized structure for communication and control

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Romans

Front 6

Used extensive organization structure for government agencies and the arts

Back 6

Chinese

Front 7

Used organization design and planning concepts to control the seas

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Venetians

Front 8

British Industrialist who recognize the importance of human resources and implemented better working conditions through child labor, meals, and shorter hours

Back 8

Robert Owen (1771-1858)

Hint 8

Early Management Pioneer

Front 9

English Mathematician who focused on creating efficiencies of production

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Charles Babbage (1792-1871)

Hint 9

Early Management Pioneer

Front 10

Concerned with improving the performance of individual workers

Back 10

Scientific Management

Front 11

A theory that focuses on managing the total organization

Back 11

Administrative Management

Front 12

Father of Scientific Management

Replaced rule-of-thumb/intuitive methods

Believed in selecting, training, teaching and developing workers

Back 12

Frederick Taylor (1856-1915)

Front 13

Time-motion studies

Reduced the number of movements in bricklaying, resulting in increased output 200%

Back 13

Frank (1868-1924) Lilian Gilbreth (1878-1972)

Front 14

The interest of any one employee or group of employees should not take precedence over the interests of the organization as a whole

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Subordination of individual interest to the general interest

Front 15

Workers must be paid a fair wage for their services

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Remuneration

Front 16

The degree to which subordinates are involved in decision making

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Centralization

Front 17

The line of authority form top management to lowest ranks

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Scalar Chain

Front 18

People and materials should be in the right place at the right time

Back 18

Order

Front 19

Managers should be kind and fair to their subordinates

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Equity

Front 20

High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies

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Stability/Tenure of personnel

Front 21

Employees who are allowed to originate and carry out plans will exert high levels of effort

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Initiative

Front 22

Promoting team spirits will build harmony and unity within the organization

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Esprit de corps

Front 23

Integrated the work of previous management theorists in The Elements of Business Administration

Founded ASQ in 1956

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Lyndall Urwick (1891-1983)

Front 24

Was an early associate of Frederick Taylor

Developing Gantt Chart

Back 24

Henry Gantt (1861-1919)

Front 25

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

Back 25

Chester Barnard (1886-1961)

Front 26

His theory of bureaucracy is based on a rational set of guidelines for structuring organizations

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Max Weber (1864-1920)

Front 27

Individual attitudes and behaviors and group processes

Recognize the importance of behavioral processes in the workplace

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Behavioral Management

Front 28

German Psychologist, considered the Father of Industrial Psychology wrote "Psychology and Industrial Efficiency"

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Hugo Munsterberg (1863-1916)

Front 29

Illumination study of changes in workplace

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Western Electric Hawthorne, IL Plant (1927-1935)

Front 30

the effects of a piecework incentive plan on production workers

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Group Study

Front 31

Confirmed the importance of human behavior in the workplace

Back 31

Interview Program

Front 32

Western Electric Hawthorne, IL plant

Group Study

Interview Program

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Elton Mayo (1880-1949)

Front 33

Grew out of the Hawthorne Studies

workers respond primarily to the social context of work

managers concern for workers would lead to increased worker satisfaction

Back 33

The Human Relations Movement

Front 34

Advanced a need theory that employees are motivated by a heirarchy of needs

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Abraham Maslow (1908-1970)

Front 35

Advocated job specialization in both managerial and operating jobs

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Harrington Emerson (1838-1931)

Front 36

Proposed Theory X and Theory Y

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Douglas McGregor (1906-1964)

Front 37

Helped the WW2 Allied forces manage logistical problems

Focuses on desicion making, economic effectiveness, mathematical models

Back 37

Quantitative Management

Front 38

Focuees on the development of representative mathematical models to assist with desicions

Back 38

Management Science

Front 39

The practice application of management science to efficiently manage the production and distribution of products and services

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Operations Management

Front 40

Focuses on managing the total organization rather than individuals

Back 40

Administrative Management Theory

Front 41

Wrote "General and Industrial Management"

Helped to systematize the practice of management

the first researcher to identify the specific management functions of planning, organizing, leading and controlling

Back 41

Henri Fayol (1841-1925)

Front 42

same as Adam Smith's "division of labor"

Specialization increases output by making employees more efficient

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Division of Work

Front 43

Managers must be able to give order.

Back 43

Authority

Front 44

Employees must obey and respect the rules that govern the organization

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Discipline

Front 45

Every employee should receive orders from only one superior

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Unity of Command

Front 46

Each group of organizational activities that have the same objective should be directed by one manager using one plan

Back 46

Unity of Direction

Front 47

Systems Perspectice

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Ludwig Von Bertalanffy (1901-1972)

Front 48

An interrelated set of elements functioning as a whole

Back 48

System

Front 49

An organization that interacts with its external environment

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Open System

Front 50

An organization that does not interact with its environment

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Closed System

Front 51

the importance of _____ is due to their interdependence on each other within the organization

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Subsystem

Front 52

Subsystem are more successful working together

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Synergy

Front 53

normal process in which an organizational system declines due to failing to adjust to change in its environment

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Entropy

Front 54

Include the classical, behavioral, and quantitative approaches

one best way to manage organization

Back 54

Universal Perspective

Front 55

Suggests that each organization is unique

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The Contingency Perspective

Front 56

A complementary way of thinking about theories of management

Involves the recognition of current system and subsystem interdependencies

Back 56

Integrative Framework

Front 57

Methods for enhancing efficiency and facilitating planning, organizing and controlling

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Classical Management Perspective

Front 58

Insights for motivating performances and understanding individual behavior, groups and teams and leadership

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Behavioral Management Perspective

Front 59

Techniques for improving desicion making, resource allocation and operations

Back 59

Quantitative Management Perspective

Front 60

William Ouchi's (1943) - Theory Z

Peters and Waterman's - "In search of Excellence"

Edward and Lawler Lyman Porter - integrative model

Stephen Covey - "The 7 Habits of Highly Effective Managers"

Back 60

Contemporary Applied Management Perspective

Front 61

TWO MAJOR SCHOOLS OF CLASSICAL MANAGEMENT PERSPECTIVE

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Scientific Management

Administrative Management