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Scientific Management (F. W. Taylor)
Frederick Taylor published a paper that turned the cutting of metal into a science.His innovations in industrial engineering, particularly in time and motion studies, paid off in dramatic improvements in productivity -
Classical Approach
Oldest formal school of thought which began around 1900 and continues into the 1920s. It includes Scientific, Administrative and Bureaucratic Management. The classical management theory is a school of management thought in which theorists delved into how to find the best possible way for workers to perform their tasks. The classical management theory is divided into two branches, the classical scientific and the classical administrative -
Development of Motion Study
Frank and Lillian Gilbreth early in the 1900s collaborated on the development of motion study as an engineering and management technique. -
The Principles of Scientific Management
Frederick Taylor published his book, The Principles of Scientific Management. He proposed that by optimizing and simplifying jobs, productivity would increase. -
Administrative Theory (Henri Fayol)
Henri Fayol (also known as the “Father of Modern Operational Management Theory” published his "14 Principles of Management" in the book "Administration Industrielle et Generale" In his principles explained how managers should organize and interact with staff. -
The Hawthorne Studies
Elton Mayo studied the effect of light on productivity. His experiments showed no clear connection between productivity and the amount of illumination but researchers began to wonder what kind of changes would influence output. It also knowns as "Human Relations Movement", which suggests managers should become more “people-orientated”. -
Beaucratic Management Theory (Max Weber)
The Max Weber theory of management, sometimes called bureaucratic management theory, is built on principles outlined by Frederick Taylor in his scientific management theory. Weber stressed efficiency, as did Taylor, but also warned of the danger of emphasizing technology at the expense of emotion. -
Taylorism
The Taylor Society publishes a revised and updated practitioner's manual: Scientific Management in American Industry. Taylorism promotes the idea that there is "one right way" to do something. -
Hierarchy of Needs (Abraham Maslow)
According to Maslow; once needs at a specific level have been satisfied, they no longer act as motivators of behaviour. Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization" and "self-transcendence" to describe the pattern that human motivations generally move through. -
Organization Development
Kurt Lewin made his research in the field of organization development and the study of group dynamics. His research discovered that learning is best facilitated when there is a conflict between immediate concrete experience and detached analysis within the individual -
Quality Management
Deming’s 14 Points on Quality Management, a core concept on implementing total quality management, is a set of management practices to help companies increase their quality and productivity. -
Theory X& Y
McGregor's ideas suggest that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop. Theory X represents an essentially negative view. Theory Y reflects a more positive view. -
Managerial Grid Model
Developed by Robert R. Blake and Jane Mouton. The managerial grid model was composed of five different leadership styles. These styles were a relation between a manager's concern for people, concern for production and his motivation. -
The History of Management Thought
Claude George's text has served as a convenient, ready reference volume for the management historians. He included all of the famous contributers. Generally there is a sketch of the person's life followed by a summary of his major contributions to management thinking. -
The Management by Wandering Around (MBWA)
Management by Wandering Around was developed by executives at Hewlett-Packard in the 1970s (Trueman, 1991). It became popularized by a book written by Tom Peters and Robert Waterman in the early 1980s. The two discovered that companies that had top managers engaged in interacting with employees and customers were more successful than those with isolated management. -
Servant Leadership
While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K. Greenleaf in The Servant as Leader, A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible. -
The Evolution of Management Thought
Knowns as a "classic" as a general referance work or as a basic undergraduate or graduate text. Wren is more successful in tracking the evolution of management thought than in placing it in its broader setting, although he is to be commended for stressing that the principles of management reflect changing attitudes and values as well as changing business needs. -
Human Competence: Engineering Worthy Performance
Book describes behavioral-engineering model which become the bible of performance technology. He mentions that accomplishments are the best tools for the development of performance-based job descriptions as they allow management to describe the measurement that is important to the organization, specific to the position, and observable. -
Transformational Leadership Theory
James MacGregor Burns defined transformational leadership as a process where leaders and followers engage in a mutual process of 'raising one another to higher levels of morality and motivation.' -
Business Process Management (BPM)
Business process management (BPM) is a systematic approach to making an organization's workflow more effective, more efficient and more capable of adapting to an ever-changing environment
