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Scientific Management Theory
Federick Winslow Taylor and his associate studied the work force scientifically, this theory covers relationships between people and tasks with the main aim of efficiency in the workforce. For this to be done, workers are assigned jobs based on their capabilities, motivation. The workers are trained in order to get the best maximum efficiency in an organization
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Job Specialization/Division of Labor
Smith Journeyed looked into two different manufacturing method. one of them was the idea of workers working on all the tasks and the other method involved performing only or a few of the tasks. Job specialization basically looks at how division of labor occurs as different workers specializes on specific task which in turn will provide efficiency in the work forces.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Fordism
The concept of Fordism is related to mass production and consumption that was introduced through trial and error by Henry Ford's in 1914. This concept was used during Ford's car plants when they were experiencing huge employee turnover and the workers could not handle the amount of stress behind it so they left. Henry handled the case by reducing the hour’s employee’s worked and doubling the wage rate in other to motivate the workers.
Henry Ford. (2015, February 9). Retrieved February 3, 2015, -
F.W. Taylor and the four principles
F.W.Taylor developed four principles to increase efficiency in the work force. The first was the studying of how workers performed their tasks and experimented on how to make it better. The second was putting them into written rules and regulations. The third was selecting the workers who were skilled and training them to use the written procedure. The fourth was establishing a fair and acceptable level of performing a task and then developing a pay system through it.
(Jones and George 2014) -
Theory of Bureaucracy
During the 20th century, Max Weber developed the principles of bureaucracy when Germany was facing its industrial revolution, in order to help, he came up with a system to provide efficiency and effectiveness. Weber's principles included written rules and regulations in the workforce, hierarchy, a system of tasks and role relationships, and a systems that rewards employees fairly. Jones, G. & George, J. (2014). Contemporary Management (6th ed.). New York: McGraw-Hill.) -
Fayol's Principles of Management
Fayol believes that all employees should receive training of some sort, he used some of this principles for his company and some of them are; division of work, unity of direction, order, equity, discipline and so on.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Mary Parker Follett's View
Mary Parker Follett is considered the mother of management, she did a lot of writing about management and also about how managers should behave towards workers. She also proposed that "authority should go with Knowledge whether it is up the line or down" Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Fair Labor Standard Act
FLSA is an established national minimum wage, and it also introduces a maximum of hours per week. This made the managers have to take more decisions according to wages and workers available. “Department of Labor” Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Hawthorne Impact
The study suggests that a manager’s behavior or leadership style can affect workers level of performance. It also relates to the human relations movement that advocates that supervisors should receive training in order to be able to manage subordinates.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Theory of x and y
Theories X and Y are considered assumptions that were developed by Douglas McGregor after studying how employee's attitudes can affect the behaviors of managers. Theory X is considered a negative assumptions that employees have little ambition. Theory Y states that workers will benefit the company. Jones, G. & George, J. (2014). Contemporary Management (7th ed.). New York: McGraw-Hill -
The open system view
This System looks at how an organization is affected by its external environment. The system was developed by Daniel Katz, Robert Kahn, and James Thompson, It was a system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Organizational Environmental Theory
After the development of both open system theory and contingency, it became clearer that managers need to know how to use the organizational resources and compete in the global environment. Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Contingency Theory
This theory responds to its external control, what happens externally would define the outcome of the structure and controls of the organization. For instance, changes in the external environment would affect the structure of the organization.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Mechanistic and organic structure
This is a type of system that specifies tasks and states it rules and regulations. Employees are highly supervised. Organic structure on the other hand has a decentralized system, tasks are left to employees to decide in order to encourage them and also to train the employees to be able to respond to the unexpected things that might occur in the organization.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Equal pay Act
The Equal Pay Act was passed in 1963 and it requires that both men and women be paid the same wage for their work.
Jones, G. & George, J. (2014). Contemporary Management (8th ed.). New York: McGraw-Hill. Equal Pay/Compensation Discrimination. (n.d.). Retrieved from -
Age Discrimination in Employment Act
U.S Equal Employment Opportunity Commission prohibit any form of age discrimination that limits a person in getting hired or fired based on age. The Age Discrimination In employment Act of 1967. (n.d.). Retrieved -
Joe Coulombe
In order for Coulombe to manage his small store and high priced product, he increased his customer services performance and he also motivated his salespeople to perform at a high level. He used the system of decentralization and encouraged his salespeople to take responsibility and meet customer’s needs. Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Frank and Lillian Gilbreths
Lillian and Frank Gilbreth studied the time and motion in a work force. They refined Taylor's work of movement which helped in the analysis of time and motion that they studied, they filmed a worker performing a particular task and then they separated the task’s action in other to better maximize the efficiency of individual task.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Pregnancy Discrimiation Act
The civil Rights Act of 1964 prohibit sex discrimination on the basis of pregnancy .This Act enforces equality between gender but it also enforces them to make decisions according to maternity leave, wages, and other decisions related to pregnancy.
Jones, G., George, J. (2014). Contemporary Management. New York: McGraw-Hill Irwin. -
Peter and Waterman's top comapanies
Tom Peters and Robert Waterman listed 62 organizations they thought were the top corporations of the time. They studied this cooperation’s and they found seminaries and trait between this cooperation’s. They also found some of Fayol's Principles such as unity of direction, order, equity, unity and demand and so on.
Jones, G. & George, J. (2014). Contemporary Management (7th ed.). New York: McGraw-Hill.
