-
Fayol's Principals
Fayol's principals of management were 14 principals that he felt were essential to the efficiency of the management process. These range from division of labor to discipline to initiative. Fayol came up with these principals from his experience as CEO of Comambault Mining. His principals are the base for most recent management theories. (Jones/George, 2014) -
Bureaucracy For Motivation
Max weber developed the principals of bureaucracy in order to help Germany manage its growing and developing industry at the turn of the 20th century. Bureaucracy is a system of organization and administration designed to ensure efficiency and effectiveness. Bureaucracy is based off of 5 principals instructing how authority should be earned and used. -
The Scientific Managment Theory
The scientific management theory is credited to F.W. Taylor, and was in response to the progressive times of the industrial revolution. The theory is the systematic study of the relationship between worker and task in order to create a more efficient work environment. Taylor used four principals to lay the foundation of efficient work environments. (Jones/George, 2014) -
Andrew Canegie
Andrew Carnegie was able to massively improve the railroad industry in the United States in the late 1800’s. He was able to cheaply manufacture steal by paying low wages while lengthening work days to 12 hours and work weeks to 6 days. He was driven by the need to reduce operating costs. Carnegie crushed workers attempts to unionize and created the need for a new administrative management theory.
(Jones/George, 2014) -
Administrative Management Theory
Administrative management theory is the study of how to create an organization structure and control system that is highly efficient and effective. Two influential ground breakers in the area were the German sociology professor Max Weber and the French manager Henri Fayol.
(Jones/George 2014) -
Job Specialization
Job specialization is the process where workers do different tasks based on need or their individual skill. This was crucial for the world during and after the industrial revolution, to help industries become more efficient and effective.
(Jones/George 2014) -
The Gilbreths
The Gilbreths (Frank and Lillian) were two big followers Frederick Taylor. They redefined Taylor’s analysis of work movement and contributed heavily to time and motion study. They had three aims:
1. Analyze every individual action necessary to perform a particular task and break it into each of its component actions.
2. Find better ways to perform each component action
3. Reorganize each of the component actions so that the action as a whole could be performed efficiently.
(Jones/George, 2014) -
Behavioral Management
Behavioral Management Theory is the study of how managers motivate and encourage their employees through the managers own behavior. The goal is to get employees to perform at the highest level possible while accomplishing the goals of the organization.
(Jones/George 2014) -
Henry Ford
In the early 1900’s, Henry Ford and his team of production managers pioneered the development of the moving conveyer belt. Fordism changed manufacturing practice forever, making production much more efficient which created financial success. The mass production strategy was very hard on employees and Ford would sometimes have a 400% employee turnover per year.
(Jones/George, 2014) -
Hawthorne Effect
The Hawthorne effect is credited to Mary Parker Follett. Her findings came from the Hawthorn studies in which a group of researchers studied employee's efficiency in the work place based on the amount of light they had. The study showed that regardless of the amount of light the employees were exposed to, they work more and more efficiently. The workers liked the attention, and so the study suggested that workers attitude towards their manager affected worker efficiency.
(Jones/George, 2014) -
Theory Y
Theory Y is in contrast with Theory X. It states that workers are not naturally lazy and do not dislike work, and given the chance they will do what is good for the organization. With that in mind, workers ' setting determines whether they see work as satisfying or a punishment, so managers' jobs are to create a setting where workers can be imaginative and exercise initiative and self-direction. -
Teory X
Theory X was thought up by Douglas McGregor, and it stated that the average worker is inherently lazy. They don’t like to work and avoid responsibility at all cost. To control workers natural laziness, managers need to monitor their employees closely and control their behavior through punishment and reward.
(Jones/George, 2014) -
TQM
Total Quality Management studies and analyzes the firm’s input, conversion, and output activities with the goal of raising the quality of their product. The main focus of managers is to ensure that their products are the highest quality possible. It is focussed on the process of production in order to have the best product for the customer. This technique is part management science theory.
(Jones/George, 2014) -
Quantitative Management
Quantitative Management is meant to take the gut feeling out of decision making. It uses numbers to produce quantifiable reasoning for managerial decisions. Mathematical techniques like linear/nonlinear programing and modeling are used to help managers make the right decision. This also helped legitimize decisions when questioned.
(Jones/George, 2014)
(Jones/George, 2014) -
Open-Systems View
The open system view was developed by Daniel Katz, Robert Kahn, and James Thompson. They view organizations as an open system, which means that a system takes resources from the external environment, and converts them into goods or services, and then sells them back into the external environment. -
Fiedler's Contingency Model
Fred Fiedler was one of the first leadership researchers to realize that effective leadership depends on the characteristics of the leader and the situation in which he or she is leading. Fiedler’s Contingency model helps explain why leaders are affective in one situation and not in the other. The contingency model takes into consideration leadership style, situational characteristics, and combining leader style and the situation.
(Jones/George, 2014) -
Lean Manufacturing
Lean manufacturing was a critique of Fordism, and was developed when Ohno Taiichi visited Ford’s assembly line. He noted that when the workers are empowered to give input and be a part of the decision making process, they can help increase the efficiency of the plant. -
Supply Chain Management
Supply Chain Management has become more and more prominent since the 1980’s. Firms realized that they could no longer compete in the open market place without the benefits of a collaborative relationship with their suppliers and other parts of the supply chain. A supply chain is the process starting from the raw material, and ending with the consumption of a finished good.
(Lummus/Vokurka, 1999) -
Social Psychology and Management
People change and grow over time, and so should management techniques. Social Psychology and Management focuses on motivation and individual performance at work, groups along with leadership and teams, gender/diversity, and with group technology. It is focuses on creating an environment where employees can be stimulated and grow, while achieving the goals of the firm.
(Tomlinson, 1999) -
Innovation Management
Innovation Management poses the question, “To what extent does innovation help and take advantage of the internal and external environmental opportunities that exist?” Through innovation and efficient innovation management a company can rise above many challenges in our modern economy. Even though innovation is a positive thing, it must be utilized properly.
(Vlasceanu, 2013)
