-
Theory of Bureaucracy
Max Weber developed the principles of bureaucracy to help Germany manage its growing industrial enterprises while it was striving to become a world power. This theory a formal system of organization and administration designed to ensure efficiency and effetiveness. Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin. -
Interchangeable Parts
Henry Ford used interchangeable parts for his Model T, so that every part was made the same every time and so they would fit every car. This also meant improving the machinery and cutting tools used to make the parts. But once the machines were adjusted, a low-skilled laborer could operate them, replacing the skilled laborer who formerly made the parts by hand. A Science Odyssey: People and Discoveries: Ford installs first moving assembly line. (n.d.). PBS: Public Broadcasting Service. Retrieved -
F.W. Taylor's Scientific Management
Taylor studied the reationships between people and tasks for the purpose of redesigning the work process to increase efficiency. He developed 4 principles to increase efficiency in the workplace. Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin. -
Hugo Munsterberg
Created field of industrial psychology. He argued the study of human behavior to identify patterns and to explain individual dfferences. He suggested the use of psychological tests to improve employee selection. Also studied what techniques are effective for motavating workers. Contemporary management practices. (n.d.). Apuntes, Tareas, Ensayos, Resúmenes, Trabajos, Exámenes, Prácticas y Otros documentos. Retrieved October 16, 2013, from http://html.rincondelvago.com/contemporary-management-prac -
The Assembly Line
In 1913 Henry Ford's Auto plant used the first ever moving assembly line for large-scale manufacturing. Ford was able to produce cars at a record pace which meant they could make cars for a lower price and make a good profit by selling more cars. A Science Odyssey: People and Discoveries: Ford installs first moving assembly line. (n.d.). PBS: Public Broadcasting Service. Retrieved October 16, 2013, from http://www.pbs.org/wgbh/aso/databank/e -
Fayol's 14 Principles of Management
Henri Fayol defined 14 principles of management that he thought were essential to increase efficiency of the management process. Henri Fayol's Principles of Management - Online Management Training From MindTools.com. (n.d.). Mind Tools - Management Training, Leadership Training and Career Training. Retrieved October 16, 2013, from http://www.mindtools.com/pages/article/henri-fayol.htm -
Sloan's Decentralized Bureaucracy
Alfred P. Sloan became the president of General Motors and he creates a decentralized bureaucracy that made GM the leading auto manufacturer in the world. He decided that division leaders should be responsible for meeting revenue and profit expectations, and are subject to price controls and budgets made by a central executive committee. Tanz, J. (n.d.). A Brief History of Management - October 1, 2003. CNNMoney - Business, financial and personal finance news. Retrieved October 16, 2013, -
Hawthorne Studies
These studies lasted through 1932. This study first tested the level of lighting and how it affected worker fatigue and performance. Eventually they tested a number of different aspects to see how they affected productivity. Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin. -
Hawthorne Effect
One of the particular effects from the Hawthorne studies. The Hawthorne effect suggests that a manager's behavior or leadership approach can affect workers' level of performance. Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin. -
The Functions of the Executive
Chester Barnard wrote this book in 1938 expressing that he saw organizations as social systems that require human cooperation. He thought organizations were made up of people who have interacting social relationships. Sucess depends on obtaining cooperatoin from employees. Contemporary management practices. (n.d.). Apuntes, Tareas, Ensayos, Resúmenes, Trabajos, Exámenes, Prácticas y Otros documentos. Retrieved October 16, 2013, from http://html.rincondelvago.com/contemporary-management-practice -
Maslow's Hierarchy of Needs
Maslow believed that individuals are motivated by certain needs. Motivation was defined as the willingness to exert high levels of effort to reach certain goals. These needs were then arranged in a hierarchy from the lower-level physiological needs to the higher-level needs for self-actualization. Pindur, W., Rogers, S. E., & Kim, P. S. (1995). The history of management: A global perspective. Journal of Management History, 1(1), 59-77. Retrieved from http://search.proquest.com/docview/210941506? -
Japanese-style Management Approach
In 1950 W. Edwards Deming introduced a comprehensive management system that uses statistics to analyse variability in production processes in order to improve the product quality continuously. His philosophy on quality was that productivity improves as variability decreases. Pindur, W., Rogers, S. E., & Kim, P. S. (1995). The history of management: A global perspective. Journal of Management History, 1(1), 59-77. Retrieved from http://search.proquest.com/docview/210941506?accountid=9358 -
Juran and Top Quality Management
Juran was the first to deal with the broad management features of quality, it distinguishes him from those who advocate specific techniques. He believed that organizations did not understand how to manage for quality.He included three basic steps to progress: 1. structured annual improvements 2. major training programs 3.) upper management leadership. He stated that less than 20% of quality problems are because of workers. Pindur, W., Rogers, S. E., & Kim, P. S. (1995). The history of management -
Theory Y
Douglas McGregor in his1960 book stated Theory Y as liberating and assumes that people will do almost anything if they are committed to the overall goals of their organization. Guru: Douglas McGregor | The Economist. (n.d.). The Economist - World News, Politics, Economics, Business & Finance. Retrieved October 16, 2013, from http://www.economist.com/node/12366698 -
Theory X
Douglas McGregor in his 1960 book stated Theory X as authoritarian, assuming that individuals only ever work reluctantly. Guru: Douglas McGregor | The Economist. (n.d.). The Economist - World News, Politics, Economics, Business & Finance. Retrieved October 16, 2013, from http://www.economist.com/node/12366698 -
Three Needs Theory
In the early 1960's David McClelland built on this work by identifying three motivators that we all have. According to McClelland, these motivators are learned. These three needs are: the need for achievement, the need for affiliation and the need for power. A person will have different characteristics for each need. McClelland's Human Motivation Theory - Team Management Training From MindTools.com. (n.d.). Mind Tools - Management Training, Leadership Training and Career Training. -
The Process Approach
Harold Koontz published an article in which he detailed the diversity of approaches to the study of management functions, quantitative emphasis, human relations approaches and concluded that there existed a “management theory jungle". He conceded that each of the diverse approaches had something to offer management theory, but he then proceeded to demonstrate that many were only managerial tools. Rao, S. (n.d.). What is Process Approach?. CiteManagement Article Repository of Cite.co. Retrieved -
Adam's Equity Theory
The Adams' Equity Theory model extends past one's individual self, and incorporates influence and comparison of other people's situations. When people feel treated fairly they are more likely to be motivated; when they feel treated unfairly they are highly prone to feelings of disaffection and demotivation. adams equity theory. (n.d.). Businessballs free online learning for careers, work, management, business training and education.. Retrieved October 16, 2013, from http://www.businessballs.com/ -
Management Grid
Developed by Robert Blake and Jane Mouton it identified five leadrship styles. It is based on the concern for people and concern for production. Blake Mouton Managerial Grid - Leadership Training from MindTools.com. (n.d.). Mind Tools - Management Training, Leadership Training and Career Training. Retrieved October 16, 2013, from http://www.mindtools.com/pages/article/ne -
Open System Approach
Also part of the phenomenon of the mid-1960s. Open models deal with non-routine task performance. Specialized knowledge runs throughout the organization. Conflict is resolved among peers. The group as a whole contributes to solutions to problems. Responsibility is to the total organization. Open systems operate under unstable conditions and are not considered self-contained. Pindur, W., Rogers, S. E., & Kim, P. S. (1995). The history of management: A global perspective. Journal of Management -
Igor Ansoff and Corporate Strategy
Igor Ansoff took a rational approach to Corporate Strategy. He examined it from a programmatic and analytic approach. He defined strategy as a rule for making decisions which are determined by the product and market, the growth vector, the competitive advantage and synergy. Pindur, W., Rogers, S. E., & Kim, P. S. (1995). The history of management: A global perspective. Journal of Management History, 1(1), 59-77. Retrieved from http://search.proquest.com/docview/210941506?accountid=9358 -
Closed System Approach
This was a phenomenon of the mid-1960s.The closed model deals with routine tasks, task specialization, emphasis on the means, and top down conflict management. Responsibility is tied into class specification, and loyalty is to a subunit or a department. Closed systems are self-contained and do not rely on the environment and operate best under stable conditions. Pindur, W., Rogers, S. E., & Kim, P. S. (1995). The history of management: A global perspective. Journal of Management -
Management by Walking Around
Hewlett-Packard is known to have started this type of management. This encourages bosses to leave their offices and chat with their employees. This can improve approachability, trust, business knowledge, accountability, morale, and productiviy. Management By Wandering About (MBWA) - Team Management Training from MindTools.com. (n.d.). Mind Tools - Management Training, Leadership Training and Career Training. Retrieved October 16, 2013, from http://www.mindtools.com/pages/article/ne -
Theory Z
Dr. William Oucki developed Theory Z. Theory Z states that management tends to promote stable employment, high productivity, and high employee morale. Ouchi took Japanese business techniques and adapted them to American corporate environments. Ouchi's Theory. (n.d.). Boundless. Retrieved October 16, 2013, from https://www.boundless.com/business/motivation-theories-and-applications/theories-on-motivation/ouchi-s-theory/ -
Senge's 5 Principles
In 1990 Peter Senge published his book about his 5 principals of Organizational Learning. These continue to be used today and some claim that these are the best principals for Organizational Learning. 5 Learning Disciplines. (n.d.). The Change Forum - Welcome. Retrieved October 16, 2013, from http://www.thechangeforum.com/Learning
