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Gilbreth Management Theory
The Gilbreths worked as engineers in the early part of the twentieth century. Their aims were to analyze every individual action necessary to perform a particular task and break it into each of its component 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 efficiently (Jones, 2014, p. 42). -
Scientific management
Frederick Taylor was one of the first people to study the behavior and performance of people at work. Scientific management is the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. By 1910 Taylor's system of scientific management had become nationally known and in many instances was faithfully and fully practiced (Jones, 2014, p.39). -
Assembly Line
Henry Ford installed the first moving assembly line for the mass production of an entire automobile. His innovation reduced the time it took to build a car from more than 12 hours to two hours and 30 minutes. The process grew more sophisticated as Ford broke down the assembly into 84 steps and trained each worker to do just one step. He also hired motion study expert Frederick Taylor to make those jobs even more efficient (2015). -
Principles of Management
In 1914 Henri Fayol laid out 14 principles of organization which he called principles of management. He believed they were essential to increase the efficiency of the management process.These principles remain the foundation on which managment theory and research is based. Fayol also created a list of six primary functions of management which go hand in hand with the principles (mindtools). -
Hawthorne studies
These studies began as an attempt to investigate how the characteristics of the work setting affect employee fatigue and performance. Instead the study ended up finding that a managers behavior or leadership approach can affect workers' level of performance. This finding led many researchers to turn their attention to managerial behavior and leadership (Jones, 2014, p.52). -
Human Relations Movement
A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity (Jones, 2014, p.52). -
Behavioral Approach
Follett proposed that workers should be involved in the analyzing of their jobs. If workers have the relevent knowledge, then workers rather than managers should be in control of the work process itself and managers should behave as coaches and facilitators. She advocated "cross-functioning": members of different departments working together in cross departmental teams to accomplish projects. An approach that is used today (Jones, 2014, p.51). -
HP Way
William Hewlett and David Packard founders of HP established a philosophy of management known as the "HP Way" that is people oriented, stresses the importance of treating every person with cinsideration and respect, and offers recognition for achievments (Jones, 2014, p. 54). HP made the Forbes list of “10 Companies with the Happiest Young Professionals.” and were named one of the Top 50 Organizations for Multicultural Business Opportunities (HP). -
Bureaucracy Theory
Max Weber developed the five principles of bureaucracy, a formal system of organization and administration designed to ensure efficiency and effectiveness. Weber believed organizations that implement all five principles establish a bureaucratic system that improves organizational performance. Within these principles it states the use of authority by the manager along with rules, standard operating procedures (SOPs) and norms (Jones, 2014, p.45) -
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. Managers focus on developing rules, SOPs and well defined system of reward and punishment to control behavior. Henry Ford fits the description of a manager who holds Theory X assumptions (Jones, 2014, p.53). -
Theory Y
Theory Y is a positive set of assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that ecourages commitment to organizational goals and provides oppertunities for workers to be imaginitive and to exercise initiative and self-direction (Jones, 2014, p. 54). -
Open System
Daniel Katz, Robert Kahn, and James Thompson viewed the organization as an open system that takes resources from the external environment and converts or transforms them into goods and services that are sent back to the environment, where they are bought by customers (Jones, 2014, p. 56) -
Contingency Theory
Developed by Tom Burns and G. M. Stalker in Britain and Paul Lawrence and Jay Lorsch in the U.S. The message of the contingency theory is that there is no one best way to organize. The organizational structures and the control systems that managers choose depend on characteristics of the external environment in which the organization operates (Jones, 2014, p. 57). -
Mechanist and Organic structures
Two basic ways in which managers can organize and control an organizations activities to respond to characteristics of an externak environment. In the mechanist structure authoruty is centralized, tasks and rules are clearly specified, and employees are closely supervised. In organic structure authority is decentralized to middle and first line managers, tasks and roles are ambiguous, employees respond quickly to unexpected (Jones, 2014, p. 58) -
Trader Joe's
Founder of Trader Joe's Joe Coulombe created a store environment where employees were treated as individuals and felt valued as people. He needed to give customers excellent service to encourage them to visit so he decentralized authority, which empowered salespeople to take responsibilty for meetinf customer needs, employees came to develop personalized relationships with customers and today many customer and employees are on first name terms (Jones, 2014, p. 10) -
Dell
With the competative market in PC sales, Michael Dell the founder and CEO of the dell computer saw an oppertunity to enter the PC market by assembling PCs and selling them directly to customers. He decided to sell an inexpensive PC and undercut the prices of competitors. He used planning and strategizing to achieve his goals. by 2000 dell was able to make computers for over 10% less than its competitors (Jones, 2014, p. 11). -
Mintzbergs managerial roles
Henry Mintzberg by following managers and observing what they actaully do hour by hour and day by day identified 10 kinds of specific roles or sets of job responsibilities that capture the dynamic nature of managerial work. They were divided into 3 types of roles; decisional, interpersonal, and informational then into 10 specific roles; entrepeneur, disturbance handler, resource allocator, negotiator, figurehead, leader, liason, monitor, disseminator, and spokesperson (Jones, 2014, p. 12) -
Apple
Steve Jobs the CEO of Apple started working inside Apple to lead its turnaround. The first thing he did was create a clear vision and goals to energize and motivate Apple employees. He delegated authority to teams of employees to develop all the many different hardware and software components necessary to build new products but also established strict time tables and goals as to bringing new products to market as quickly as possible, for these teams (Jones, 2014, p. 4). -
Outsourcing
Outsourcing is another way of cutting costs to produce products by contracting with other companies usually abroad, to have it perform an activity the organization previously performed itself. This is another negative imapct on employees losing their jobs to people overseas. Over 3 million U.S. jobs have been lost in the manufacturing sector since 2000. Tens of thousands of IT jobs have also moved abroad where programmers work for one third the salary of those in the U.S. (Jones, 2014, p. 19). -
Restructuring
Restructuring involves simplifying, shrinking, or downsizing and organizations operations to lower operating costs. The recession that started in 2009 has forced most companies to find ways to reduce costs because there customers are spending less money so there revenues decrease. This can have a negative imapct on management from eliminating positions of employees so that fewer employees can perform a given task (Jones, 2014, p. 18).
