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Scientific Management Theory
Created by Frederick W. Taylor which is the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. He thought that if the amont of time and effort that each worker expends to produc a unit of ouput can be reduced by increasein specialization and the division of labor, the production process will become more efficent. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 39). New York, NY: -
Andrew Carnegie
Born in Scotland in 1835, was the superintendent of the raliroads western division and later promoted to superintendent of the entire railroad. He made his name by finding ways to use his resources more efficently. He thought and successfully found a way to produce steel more efficently. He thought a man should not die rich, so he should invest it back into the better good of the country. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 43). New York, NY: Mc -
Fayols 14 Principles
Developed by Henri Fayol who was the CEO of Comambault Mining. 14 principles that he believed were essential to increase the efficiency of the management process. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 47). New York, NY: McGraw-Hill Irwin. -
Fordism
A team led by Henery Ford pioneered and developed the conveyer belt and this changed the manufacturing practice forever. Because Fords company was facing high employee turnover from monotony, he motivated his workforce with a double in wages (from 2.50 to 5.00 an hour) and lowered the work day by an hour. McNally, M. B. (2010). Enterprise content management systems and the application of Taylorism and Fordism to intellectual labour. Ephemera: Theory & Politics In Organization, 10(3/4), 357-373. -
Gilbreths
They aimed to analyze every individual action necessary to perform a particular task and break it into each of its components actions, find better ways to perform each component action, and reorganize each of the component actions so that the action as a whole could be performed more efficiently- less cost in time and effort. Fariss-Terry Mousa, & Lemak, D. J. (2009). The gilbreths' quality system stands the test of time. Journal of Management History, 15(2), 198-215. doi:http://dx.doi.org/10.11 -
Behavioral Management Theory
Developed by American Management Theorists where Taylor and his followers left off. It focused on the study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to achieveing organizational goals. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 51). New York, NY: McGraw-Hill Irwin. -
Mary Parker Follett
The mother of Management thought. Much of her writing about managment and about the way managers should behave toward workers was a response to the concern that taylor was ingnoring the human size of the organization. She looked at how management can be looked at multiple ways in dealing with how employees can contribute. she said, "Authority should go with knowledge...whether it is up the line or down. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 51). Ne -
Theory of Bureaucracy
Developed by Max Weber which was a formal system of organization and administration designed to ensure efficency and effectiveness. It is based on 5 principles. (not enough room to list all 5) Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 45). New York, NY: McGraw-Hill Irwin. -
Hawthorne Studies
A series of studies that was conducted from 1924-1932 at the Hawthorne Works of the Wester Electric Company. It began as an attempt to investigate how characteristics of the work setting affects workers fatigue and performance. They conducted the experiement in which they systmatically measured productivity and different levels of illumination. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 52). New York, NY: McGraw-Hill Irwin. -
Theory X & Y
Theory X: The average worker is lazy, dislikes work, andwill tyr to do as little a possible. Therefore the manager must oversee the employee and motivate them or keep an eye on them. Theory Y: assumes that workers are not lazy, do not dislke work, and if given chance, will do whats best for the company. Russ, T. L. (2013). The relationship between theory X/Y: Assumptions and communication apprehension. Leadership & Organization Development Journal, 34(3), 238-249. doi:http://dx.doi.org/10.1108/ -
Quantitative Management
Use mathmatical techniques, such as linear and nonlinear programming, mideling, simulation, queuing theory, and chaos theory, to help managers decide, for example, how much inventory to hold, where to locate a new factory and how to invest. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 55). New York, NY: McGraw-Hill Irwin. -
Operations Management
Part of the Management Science Theory. It gives managers a set of techniques they can use to analyze and aspect of an organizations production system to increase efficiency. IT, throught the internet and thorught growing b2b networks are transforming how managers acquire inputs. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 55). New York, NY: McGraw-Hill Irwin. -
Total Qulaity Management (TQM)
Part of the Management Science Theory. It focuses on analyzing and organizations input, conversion, and ouput activities to inrease product quality. Once again, thought sophisticated software pacakges and computer controlled productions, IT is changing how managers think about the work process. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 55). New York, NY: McGraw-Hill Irwin. -
Management Information Systems (MISs)
Part of the Management Science Theory. It gives managers information about events occuring inside organizations as well as in its external environment-information that is vital for effective decision making. Once again, IT has given managers access to more and better information and allows more managers at all levels to participate in the decision making process. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 55). New York, NY: McGraw-Hill Irwin. -
Organizational Environmental Theory
An important milestone in history of management when researchers considered how managers control their organizations relationship with its external environment. Its the set of fouces and conditions that operate beyond an organizations boundaries but affect a managers abiity to acquire and utilize resource. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 56). New York, NY: McGraw-Hill Irwin. -
Open Systems
Developed by Daniel Katz, Robert Kahn, and James Thompson, and is thought to be one of the most influential views of how an organization is affected by its external environment. It is a system that takes in resources from its external environment and converst or transforms them into goods and services that are sent back to that environment, where they are bought and consumed. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 56). New York, NY: McGraw-Hill Irwi -
Management Science Theory
Developed by Taylor and it was, contemporary apporach to managenemt that focuses on the use of rigorous quantitative techniques to help manager make mazimum use of organizational resource to produce good and services. There are 4 branches to management science. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 55). New York, NY: McGraw-Hill Irwin. -
Contingency Theory
A milestone in Management was the development of the Contingency Theory. The message of the theory is that there is no one best way to organize. The organizational structure and the control systems that mangers choose depend on characterics of the external environment in which it operartes. Fisher, J. G. (1998). Contingency theory, management control systems and firm outcomes: Past results and future directions. Behavioral Research in Accounting, 10, 47-64. Retrieved from http://search.proquest. -
Equal Pay Act
Requires that men and women be paid equally if they are performing equal work. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 137). New York, NY: McGraw-Hill Irwin. -
Title VII of the Civil Rights Act
Prohibits dicrimination in employment decisions on the basis of race, religion, sex, color, or national orgin; covers a wide range of employment decisions, including hiring, firing, pay, promotion, and work conditions. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 137). New York, NY: McGraw-Hill Irwin. -
Age Dicrimination in Employment Act
Prohibits dicrimination against workers over the age of 40 and restricts mandatory retirement. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 137). New York, NY: McGraw-Hill Irwin. -
Pregnancy Discrimination Act
Prohibits discrimination agains women in emplyment decisions on the basis of pregnancy, childbirth, and related medical decisions. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 137). New York, NY: McGraw-Hill Irwin. -
American with Disabilities Act
Prohibits discrimination against disabled individuals in employment decisions and requires that emplyers make accommodations for disabled workers to enable them to perform their jobs. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 137). New York, NY: McGraw-Hill Irwin. -
Civil Rights Act
Prohibits discriminations (as does Title VII) and allows for the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 137). New York, NY: McGraw-Hill Irwin. -
Family and Medical Leave Act
Requires that emplyers provide 12 weeks of unpaid leave for medical and family reasons, including paternity and illness of a family memeber. Jones, G. R., & George, J. M. (2014). Contemporary management . (8th ed., Vol. 1, p. 137). New York, NY: McGraw-Hill Irwin.
