Chapter 2. Management Yesterday And Today

Front 1

What are the 6 Major Management Theories?

Back 1

Scientific Management
General Administrative Theory
Quantitative Management
Organizational Behavior
Systems Approach
Contingency Approach

Front 2

Who is father of scientific management?

Back 2

Fredrick Winslow Taylor, published Principles of Scientific Management (1911)

Front 3

What is the theory of scientific management?

Back 3

Using scientific methos to define the "one best way for a job to be done: -put right person on job w/ correct tools & equipment, have standarized method of doing job, providing economic incentive to the worker

Front 4

Taylor's 4 principles of management?

Back 4

1. Develp a science for each element of an individuals work, replace old rule-of-thumb
2. scientifically select and then train, teach and develop the worker
3. Heartily cooperate w/ worker so work is done within the principle of the science developed
4. Divide work/responsibility equally between management and workers

Front 5

Frank and Lillian Gilbreth?

Back 5

scientific method- increased worker productivity through reduction of wasted motion & developed microchonometer

Front 6

What is microchronometer and who developed it?

Back 6

machine to time worker motions and optimize work performance- Frank and Lillian Gilbreth

Front 7

How do managers us scientific management today?

Back 7

-use time and motion studies to increase productivity
-Hire best qualified employees
-design incentive programs based on out put

Front 8

Who developed General Administraive Theory? GAT

Back 8

Henri Fayol and Max Weber

Front 9

Henri Fayol?

Back 9

practice of management was distinct from other organizational functions
-Developed 14 principles of management

Front 10

Max Weber?

Back 10

GAT- theory of authority based on bureacucracy (rationality, predictability, impersonality, technical competence, and authoritarianism

Front 11

Quantitative Approach? also called operations research or management science

Back 11

Math & Stats methods to improve managerial decision making (stats, optimizing/info models, and computer simulations)

Front 12

Organizational Behavior

Back 12

study of actions of ppl at work: ppl are the most important of an organization

Front 13

Chester Barnard (1930s)

Back 13

first to argue for open systems, organizations are social systems that require cooperation

Front 14

Hugo Munsterberg (early 1900s)

Back 14

industrial psychology, studied the work psychology of people, human behavior leads to employee motivation

Front 15

Mary Parker Follett (ealy 1900s)

Back 15

more people-oriented ideas and less scientific management followers, group ethic

Front 16

Robert Owen (1700s)

Back 16

money spent on labor (work conditions) was smart investment

Front 17

Hawthorn Studies

Back 17

productiviy experiments at Western Electric. Social norms, group standards and attitudes more strongly influence individual out and work behavior than do monetary incentive

Front 18

Systems Approach
define systems

Back 18

set of interrelated and interdependent parts arranged in a manner that produces a unified whole

Front 19

Closed Systems?

Back 19

do not deal with their environment

Front 20

Open Systems

Back 20

dynamically interacting with environment transforming inputs into outputs that are distributed into their environments

Front 21

Inputs for open system

Back 21

Raw Materials, Human Resources, Capital Technology,Infor

Front 22

Transformation Process

Back 22

employee work activities, management activities, tech/operational methods

Front 23

Outputs of an open system?

Back 23

Puroducts and Services, Financial Results, Infor, Human Results

Front 24

Impications of System Approach

Back 24

Coordination is essentional for proper functioning of the entire organization
-Decisions/Actions of one area will affect another area of the organization
- organizations are not self-contained, must adapt to changes in external environment

Front 25

Contingency Approach, also called situational approach

Back 25

there is no set of principles to manage organizations b/c orgs are different and face different situations which require diff. ways of managing

Front 26

Contingency variables

Back 26

-organization size
-routineness of task technology
-Environmental uncertainty
-Individual differences

Front 27

Organization size (contingency)

Back 27

as size increases so do problems of coordination

Front 28

Routineness of task tech. (contingency variable)

Back 28

requre organizational structures, leadership styles, and control systems rather that customized or nonroutine technologies

Front 29

Environmental Uncertainty (contingency variable)

Back 29

things change from environment to environment (slow or rapid)

Front 30

Individual differences
(contingency variable)

Back 30

indivuals differ in their desire for growth, autonomy, tolerance of ambiguity, and expectations