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Scientific Management
Frederick W. Taylor was the father of the Scientific Method for management. His system consisted of 4 principle's of scientific management. These 4 principles encouraged workers to perform at a high level of efficieny, and gave workers an incentive to reveal the most efficient techniques for performing a task. These principles were very good for a higher performance and required less workers for a task, which resulted in more layoffs and dissatisfied workers. (Jones, 2013, p. 39-40) -
Henri Fayol
Henri Fayol is the creator of Fayol's 14 Principles of Management. He created these principal's while working as the CEO of Comambault Mining. These 14 priciples still are a big part of today's society. He believed his priciples were the essentials were to increase efficiency of the management process. (Jones, 2013, p. 46-47) -
Mary Parker Follet
Mary Parker Follet is thought to be the mother of management. She thought that Taylor was ignoring the human side of the organization. She pointed out that managment ofter overlooks the multitude of ways in which employees can contribute to the organization when managers allow them to participate and exercise intitiative in their everyday work lives. (Jones, 2013, p. 51) -
Max Weber
Max Weber developed the Theory of Bureaucracy while helping the Germans become industrial enterprises while striving to become a world power. It is a formal system of organization and adminstration designed to ensure efficiency and effectiveness. He established bureaucratic system of administration based on 5 principles. (Jones, 2013, p. 45-46) -
The Gilbreths
Frank and Lillian Gilbreth refined Taylors analysis of work movements and made many contributions to time-and-motion study. They filmed workers at a particular task and then seperated the task actions. Their goal was to maximize the efficiency with which each individual task was performed so that gains across tasks would add up to enormous savings of time and effort. (Jones, 2013, p. 42) -
The Scalon plan
Josephy Scalon delveloped The Scanlon Plan motivated employees to implement cost-cutting strategies because a percentage of the cost of savings would be distributed to the employess. It allowed employees to receive a share of an organizations profits. This helped motivate employees to work harder at their jobs. (Academy of Management Journal Vol. 22) -
Human Relations Movement (Elton Mayo)
Elton Mayo a harvard psychologist, proposed a series of experiments to investigate the effects of other aspects of the work context on the job performance, such as the effect of the number and length of rest periods and hours of work on fatigue and monontony. The goal was to raise productivity. This led to the discovery of the Hawthorne effect which determined that the manager's behavior or leadership approach can affect workers' level of performance. (Jones, 2013, p. 52) -
How to Win Friends and Infuence People
Dale Carnagie was a very successsful business man. He wrote a book called "How to Win Friends and Infulence People." This book was about how to lead people and manage them. It was also a self help book for an average joe. "About 15 percent of one's financial success is due to one's technical knowledge and about 85 percent is due...to personality and the ability to lead people." How to Win Friends and Influence People (1936), by Dale Carnegie - The 25 Most Influential Business Management -
F.J. Roethlisberger (Behavioral and Human Relations)
F.J. Roethlisberger discovered that the workers, as a group, had deliberaltely adopted a norm of output restrction to protect their jobs. Workers who violated this informal production norm were subjected to sanctions by other group members. Those who violated group performance norms and performed above the norm were called "ratebusters"; those who performed below the norm were called "chislers." Roethlisbeger found that both group types threatened each other. (Jones, 2013, p.52-53) -
Operant Conditioning Theory
This theory was developed by B.F. Skinner. This theory explained that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences. This theory provided tools that managers can use to motivate high performance and prevent workers from engaging in absenteeism and other behaviors that detract from organizational effectiveness. International Journal of Social Economics, 19(3-5), 248. -
Lewin's Force-Feild Theory of Change
Social scientist Kurt Lewin launches the Research Center for Group Dynamics at the Massachusetts Institute of Technology. He developed the change theory. A wide variety of forces arise from the way an organization operates-from its structure,culture, and control systems-which makes organzations resistant to change. To get an organization to change managers must find a way to increase the forces of change. (Jones, 2013, p. 356) -
Maslow Hierarchy of Needs
A psycholigist Abraham Maslow, proposed that all people seek to satisfy five basic kinds of needs: physioloigical, safety, belongingness, esteem, and self-actualization needs. He proposed that the lowest level of unmet needs is the prime motivator and that the only one level of needs is motivational at a time. Once a need is satisfied, Maslow proposed, it ceases to operate as a source of motivation. (Jones, 2013, p. 412) -
Herzberg's Motivator-Hygiene Theory
Frederick Herzberg foucused on two sets of needs: motivator needs and hygeiene needs. Motivator needs are related to the nature of the work itself and how challenging it is. Herzberg suggested, managers should take steps to ensure that employee's motivator need are being met. Hygiene needs are related to the physical and psychogical context in which the work is performed. Herzberg helped researchers focus on instrinsic and extrinsic motivation in the work place. (Jones, 2013, p. 414-415) -
Open System
Daniel Katz, Robert Kahn, and James Thompson developed one of the most influential views of how an organizaiton is affected by its external enviorment. They viewed the organization as an open system. A system that takes in resources from its external enviorment and converts or transforms them into goods and services that are sent back to that enviorment, where they are bought by customers. (Jones, 2013, p. 56) -
Contingency Theory
Tom Burns, G.M. Stalker, Paul Lawrence, and Jay Lorsch developed the contingency theory in which describes "there is no one best way to organize." This theory consits of managers designing the organizational hierachy, choose a control system, and lead and motivate their employees is contingent on the characteristics of the organizational enviroment. (Jones, 2013, p. 57) -
Theory X
Douglas McGregor proposed Theory X. Theory X is a set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior. This ensured that employees worked hard all the time.
(Jones, 2013, p. 53-54) -
McClelland's Needs for Achievement, Affiliation, and Power
Psychologist David McClelland researched the needs for achievement, affiliation, and power. Although each of these needs is present in each of us in some degree, their importance in the workplace depends on the position one occupies. Research has suggests that high needs for achievement and for power are assets for first-line/middle managers.A high need for affiliation may not always be desirable in managers and other leaders in might lead to them trying too hard to be liked(Jones, 2013, p. 415) -
Theory Y
Douglas McGregor proposed Theory Y. Theory Y had a set of positive assumptions about workers. Managers beleived they needed to create a work enviorment that encourages commitement to organizational goals and provides opportunities for workers to be imaginative and be self directed. (Jones, 2013, p. 53-54) -
Expectancy Theory
Formulated by Victor H. Vroom in the 1960's, posits that motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to attainment of desired outcomes. It focuses on all three parts of the motivation equation: inputs, performance, and outcome. (Jones, 2013, p. 409) -
Aderfer's ERG Theory
American psychologist Clayton Alderfer, created the ERG theory, this collasped five categories of needs in Malsow's hieracrchy into three universal categories: existence, relatedness, and growth. Alderfer proposed that needs at more than one level can be motivational at the same time. (Jones, 2013, p. 414) -
House's Path-Goal Theory
Robert House a leadership researcher focused on what leaders can do to motivate their subordinates to achieve group and organizational goals. The premise of the path-goal theory is that effective leaders motivate subordinates to achieve goals by identifying the outcomes, rewarding subordinates, then clarifying for subordinates paths leading to the attainment. (Jones, 2013, p. 447) -
Fiedler's Contingency Model
Fred. E Fiedler was among the first leadership researchers to acknowledge that effective leadership is contingent on, or depends on, the characteristics of the leader and of the situation. His model helps explain why a manager may be an effective leader in one situation and ineffective in another. (Jones, 2013, p. 445) -
Social Learning Theory
Albert Bandura develeped the Social Learning theory. This theory proposes that motivation results not only from direct experience of rewards and punishments but also from a person's thoughts and beliefs. This theory helps managers understand motivation of their employees. It explains how how people can people can be motivated through: vicarious learning, self-reinforcement, and self-efficacy. Bandura, A. (1977) -
The Job Characteristics Model
J.R. Hackman and G.R. Oldham created a influential model of job design that explains in detail how mangers can make jobs more interesting and motivating. Every job has five characteritics that determine how motivating a job is: skill variety, task identity, task significance, autonomy, and feedback. They beleived that this model creates three psychology states: meaningful, responsible for work outcomes, and their outcome affects others. (Jones, 2013, p. 303) -
Attraction-selection-attrition (ASA) framework
Benjamin Schneider developed the (ASA) model that helps explain the role that founders' personal characteristics, play in determining organizational culture. It suggests that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are similar to their own. Small Group Research, 39(5), 616-635. (2008)
