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Scientific Managment Theory
The scientific management theory was the systematic study of the development and maintainance of relationships between workers and their jobs so that a work process could be studied to increase efficiency. (Jones, 39) -
Administrative Managment Theory
This was designed to enhance the organizational structure of a system to increase the amout of eficiency and efficacy. (Jones, 45) -
Weber's Principals of Bureaucracy
Max Weber had pioneered the study of bureaucracy at the turn of the 20th century. He defined a "bureaucracy as a formal system of organization nd administration designed to ensure efficiency and effectivness" (Jones, 45) -
Fordism (1908-1914)
Henry Ford was having a lot of trouble with employee turnover rates of around 300-400% so his simple solution was to shorten the work hours and double the pay in which the employees were recieving. Through a tight bond of closely watched employees Henry Ford had created a culture for his employees. However many companies looked at Henry's techniques and developed a more 'worker' benefit relationship to keep skilled workers put. -
Peter Drucker (1909-2005)
Peter Drucker was born in Vienna in 1909 and was a writer, professor, management consultant and self-describe "social ecologis," he explored the way human beings organize themselves and interact with the biological world. Many of his 39 books and countless scholarly articles have helped prdict major developments in managment in the late 20th centure. THis includes privitization and decentralization. (The Drucker Insititue) -
Behavioral Managment Theory
This was the implication of how managers should work to motivate employees and keep them motivated to allow production efficiency and efficacy to remain high. Also was a study of how managers should behave around their subordinates to encourage the maintanance of such authority. (Jones, 51) -
F.W. Taylor (1856-1915)
Frederick W. Taylor Born 1856 and died 1915 was the founder of the scientific managment method and one of the first people to study behavior and performance of people in the workplace. (Jones, 39) -
Andrew Carnegie (1835-1919)
Andrew Carnegie died in augest of 1919 and was a major influence on the steel industry during his time in america. As an immagreant his overcoming story of sucess has been studied and followed by many management theorists. (Jones, 43-44) -
Max Weber (1864-1920)
Max Weber is best known for his influence on the Theory of Bureaucracy. He did this to help his German industrail enterprises become a world power. (Jones, 45) -
Frank Gilbreth (1868-1924)
Frank Gilbreth and his partner lillian were responsible for developing the time-an-motion study. Together they further invesigated the study of fatigue on workers and even today have influence how managment practices its battle with poor performance due to fatigue. Frank is also known for his work 'Cheaper by the Dozen which implies how judiciary rule can help manage large families or even companies. (Jones, 42-43) -
Fayol's 14 Principals of Managment
There are 14 Principals of managment the Fayol discovered to be extremely essential to increase the efficiency of managment.
1.Division of Labor
2.Authority and Responsibility
3.Unity of Command
4.Line of Authority
5.Centralization
6.Unity of Direction
7.Equity
8.Order
9.Initiative
10.Dicipline
11.Remuneration of personnel
12.Stability of tenure of personnel
13.Subordination of individual interests to the common interest.
14.Esprit de corps
(Jones, 46-50) -
Henri Fayol (1841-1925)
Henri Fayol is best known for his development of the 14 Principles of Managment. He was working as CEO of Comambault Mining around the same time as Max Weber. (Jones, 46) -
Hawthorne Studies
The main goal of this study was to find managers behavioral effect of their leadership on the workers performance. With the help of a Harvard psychologist, Elton Mayo, they proposed a series of expierements to evaluate the differences in lighting or break periods or how much attention the workers recieve. This theory worked so well it was called the phenomonon known as the Hawthorne effect. Jones, 52) -
Human Relations Movement
As a result of the Hawthorne effect the human relations movment was a management approach that advocated the idea that supervisors should recieve behavioral training to manage subordinats in ways that increase their productivity. (Jones, 52) -
Philip Kotler (1931-Present)
Philip Kotler is currently employeed at the Kellogg School of Managment and he has developed a braod definition of how marketing and management are tied together. Many of his works involve the inplementation of management and how to apply it through management. (Kellogg School of Managment) -
Mary Parker Follett (1868-1933)
Mary Parker Follett died on the 18th of december 1933. she was an early management thinker who commonly associated her ideals with the theory that, "Authority should go with knowledge, whether its up the line or down," (Jones, 51) -
Management Science Thoery
This theory was developed to assist the approach to managment the uses quantitative techniques to help managment track and enhance the effectivness of organizational resources. (Jones, 55) -
Tom Peters (1942-Present)
Tom peters has been an influencial management theorist. He is considered the "Red Bull of managment thinkers" accoridng to Washington Speakers Bereau Tom Peters is, "Almost thirty years after launching a management revolution, business iconoclast Tom Peters remains an irreverent, forceful voice—inspiring people to change the face of business" (Washington Speakers Bereau) -
Elton Mayo (1880-1949)
Elton Mayo was born in 1880 and was a witty and brilliant lecturer, he taught mental and more philosophy at the Univeristy of queensland. The image to the left is Elton mayo as a professor of Industrial Managment at Harvard Business School in 120. He is famous for many expierenment around the time of WWII but his more famous for managment based was the Hawthorne Effect. (Harvard Business School) -
Organizational Environment Theory
This theory was a system of conditions that oporate outside of an organization's boundaries but will affect managments ability to assess and effectively utilize resources. (Jones, 56) -
Theory X and Theory Y
Theory X was developed by Douglas McGregor and was defined as a set of negative assumptions about workers. According to the Oxford Journal volume 1 issue 3 Mathew Stewart defines it as, "Theory X says that the average human being is lazy and self-centred, lacks ambition, dislikes change,
and longs to be told what to do." (Stewart)
Theory Y is defined as, "Theory Y maintains that human beings are active rather than passive shapers of themselves and of their environment." (Stewart) -
Contingency Theory
Contingency theory is defines as, "The idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization oporates" (Jones, 57). This theory was developed by Tom Burns and G.M. Stalker in Britain and Paul Lawrence and Jay Lorsch in the United States. -
The Open-Systems View
The open-systems view is one of the most influencial views of how organizations view their external enviroment. This was developed by Daniel Kats, Robert Kahn and James Thompson in the late 1960s. It entails three stages, the Input stage, Conversion stage, and Output stage.All together it is better defined as, "A system that takes in resources from its ecternal enviroment and converts them into goods and services that are then sent back to that environment for purchase by customers (Jones, 56). -
Douglas McGregor (1906-1964)
Douglas McGregor died on October 1st of 1964. He played a major role in the developmental process of 'Theory X' and 'Theory Y' which is becoming a large influence on how management looks at employee potential abilities. (Jones, 53) -
Lillian Gilbreth (1878-1972)
Lillian Gilbreth died in 1972 long after her beloved Frank Gilbreth but she played a huge role in becoming a large advocate of the scientific method by F.W. Taylor and played a huge influencing role with Fran Bilbreths Work. (Jones, 42-43)
