-
Scientific Management Theory
The relationship between people and tasks for work purposes and increasing efficiency. Fredrick W. Taylor designed the techniques for job specialization and the division of labor (Jones,38). -
Max Weber
(1864-1920) He proposed new plans for the scientific management theory to support a chain of command. Key features include1.Clearly defined job roles, an essential part of Max Weber management theories2.A hierarchy of authority 3.Standardized procedures 4.Meticulous record-keeping
5.Hiring employees only if they meet the specific qualifications for a job (Jones,45). -
Henry Ford
(1863-1947) American industrialist and the founder of Ford Motor Co. He helped develop the assembly line to increase the production of vehicles (Jones,41). -
Fordism
Henry Ford's plan of production, pioneered the development of the moving conveyor belt and changed management forever. Moving mass production with financial success. Shortening the work day from 9 to 8 hours a day also benifited the production (Jones,41-42). -
Fayol's 14 Principals of Management
Henri Fayol (1841-1925) created the 14 principles of management. The principles include Division of Labor, Authority and responsibility, Unity of command, Line of Authority, Centralization, Unity of Direction, Equity, Order, Initative, Discipline, Remuneration of personnel, Stability of tenure of personnel, Subordination of individual interests to the common interest, and Esprit de Corps (Jones,47). -
Theory of Bureaucracy
A formal system of organization and administration designed to ensure efficiency and effectiveness. The five principles described in weber's description. There should be authority for the action of a business (Jones,45). -
Decentralization
The process of dispersing the power of a company away from central location or authority (Practical Architectural Approach for Composing Egocentric Trust). -
The Hawthorne Studies
Devoloped at hawthorne works of the western electric company. The managers behavior and attidudes in a business can affect the workers' level of performance. The level of productivity changed for the better. This concpet also pushed the human realtions movement (Jones, 51). -
Taylorism
System of scientific management advocated by Fred W. Taylor. The task of factory management was to determine the best way for the worker to do the job, to provide the proper tools and training, and to provide incentives for good performance in the workplace (Jones,40). -
Human Relations Movement
The shift in the study of management from a scientific to a multi-disciplinary approach. The questions and theories it generated about the relationship of productivity to the needs and motivations of the industrial worker (Jones,52). -
Theory Z
This focuses of the loyalty and employee well-being of a business. Human resources management and organizational development are just two of the elements that this theory represents (Colon). -
Organization Development
Organization-wide effort to increase an organization's effectiveness and/or efficiency. Ongoing, systematic process of implementing effective organizational change (Jones,56). -
Sociotechnical Systems Theory
the introduction of technology being associated with implementation problems often linked to resistance by the work force and a failure to achieve the expected benefits. This developed new ways to reward workers in an organization (Akbari,Lund). -
Quantitative Approach
Mathematical techniques to help managers decide to help improve financial capital. Different techniques include linear and nonlinear programming, modeling, simulation, queuing theory, and chaos theory (Jones,55). -
Hierarchy of Needs
The hierarchy of needs breaks down the five elements of Physiological, Safety, Love, Esteem, Self-Actualization. This can also be called the Theory of Human Motivaiton (Jones,412-413). -
The Open-Systems View
The system that uses resources from its external enviroment and sends them back to that enviroment to be purchased by customers. There is the input stage, the conversion stage, and the output stage done in the process (Jones, 56). -
Contingency Theory
Developed in the 1960s by Tom Burns, G.M. Stalker, Paul Lawrence, and Jay Lorsch, the Contingency Theory's main idea is "that there is no one best way to organize" (Jones, 57). -
X Y Theory
Theory X sugests the average empoyee is lazy, dislikes work, and will avoid responsibility. Theory y suggests employees are not inherently lazy, they should be given a chance, and will do there best for the organization. managers take this into affect to get the most tasks done (Jones,53) -
Equal Pay Act
Requires that men and women be paid equally if they are performing equal work (Jones,373). -
Title VII of the Civil Rights Act
Prohibits employment discrimination on the basis of race, religion, sex, color, or national origin; covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions (Jones, 373). -
Pregnancy Discrimination Act
Prohibits employment discrimination against women on the basis of pregnancy, childbirth, and related medical decisions (Jones, 373). -
Emergence of Public Management
Aimed to modernize and render more efficient the public sector. The basic hypothesis holds that market oriented management of the public sector will lead to greater cost-efficiency for governments, without having negative side-effects on other objectives and considerations (Tanz). -
Managerialism
The ideological principle that societies are equivalent to the sum of the transactions made by the managements of organizations (Lynch). -
Senge's 5 Principals for Creating a Learning Organization
Personal mastery is a discipline, Mental models, Building a shared vision, Team learning starts with dialogue, and Systems thinking are the models for a learning organization (Jones,213). -
Civil Rights Act
Building on the Civil Rights Act of 1964, This prohibits discrimination (as does Title VII) and allows the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination (Jones, 373).
