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Scientific Management Theory
Scientific Management Theory came about in the wake of the Industrial Revolution at the turn of the 19th century. Its main purpose was to maximize effeciency through the redesigning of the work process. (Jones:George, p38) -
Andrew Carnegie
Andrew Carnegie revolutionized the steel industry in the United States by adopting the bessemer steel making process as well as converting the iron ore into finished products reducing the price of ore from $135 a ton to $12 a ton.(Jones:George, p43-44) -
Theory of Bureacuracy
Theory of Bureacuray was developed by Max Weber in Germany during its industrial revolution. The Theory of Bureacuracy is made up of five basic principles that lay out a formal system to achieve maximum efficiency and effectiveness in an organization. (Jones:George, p 45) -
Fayol's Principles of Management
At the turing of the 19th century Henri Fayol developed fourteen principles that he thought vital to increasing efficiency in the managerial process: divsion of labor, authority and responsibility, unity of command, line of authority, centralization, unity of direction, equity, order, initiative, discipline, remuneration of personnel, stability of tenure of personnel, subordination to the common interest, Esprit de corps. (Jones:George, p46-47) -
Fordism
Experience high turnover in his plants Henry Ford took many ideas from Scientific Management by shortening the average work day and double wages for his workers. Ford also created the "Sociological Department" that did many tasks that would be considerd unethical today such as following workers outside of the workplace. (Jones:George, p41-42) -
F.W. Taylor
F.W. Taylor is best know for defining the techniques of scientific management. Taylor believed that for an organization to maximize efficiency by increasing specialization and division of labor through scientific management techniques. (Jones;George, p 39) -
Behavioral Management Theory
Behavioral Management Theory is the study of how managers should motivate and encourage their employees to preform at high levels while achieving organizational goals. (Jones:George, p51) -
The Gilbreths
Husband and wife Frank and Lillian Gilbreth refined the study of Scientific Management. The Gilbreths made many andvances in time-and-motion study and also studied fatigue and other physical characteristics of the workplace. (Jones:George, p 42) -
Hawthorne Studies
Study conducted from 1924 to 1932 at the Western Electrical Company. The goal of the study was to improve the setting of the workplace through changes in job specialization, tools used, and even the lighting used. (Jones:George, p51-52) -
Mary Parker Follett
Mary Parker Follett considered the mother of management thought. Brought credience to the human side of the organization allowing for workers to contribute to process of identifing how to increase their working proficiency. (Jones:George, p51) -
Management Science Theory
Management Science Thoery is a more contemorary approach to scientific management. This theory focuses heavily on quantitative techniques to get maximum use from organiztional resources. (Jones:George, p55) -
Organizational Environment Theory
Organizational Environment Theory considers how managers influence an organization's external relationships. Includes raw materials and skilled workers needed to produce goods and services. (Jones:George, p56) -
Theory X
Theory X is an aussumptionn that the average worker is lazy and in order to ensure that they do work they must be closley supervised and have a well-defined system of rewards and punishments to control their behavior. (Jones:George, p53) -
Open Systems View
The Open-Systems View was created by Daniel Katz and rober Kahn, and James thompson in the 1960's. This view of organizational enviroment views an organization as an open system. Organizations obtains inputs form their enviroment, value is then added to the inputs, outputs releases to the enviroment as goods and services, which the sales of these goods and serices allow the organization to obtain new inputs. (Jones:George, p56) -
Contingency Theory
The Contigency Theory was developmed by Paul Lawrence, Jay Lorsch, and tom Burns in the 1960's. Contingency Theory states that managers of an organization choose control systems based on their external environment in which they operate. (Jones:George, p57) -
Theory Y
Theory Y is the assumption that empoleeyes given the chance will do good for the organization. Under Theory Y managers must create a work setting that empowers workers to achieve organizational goals through decentralization. (Jones:George, p53) -
Civil Rights Act of 1964
The Civil Rights Act of 1964 ended segregation at the workplace by making illegal the act of discriminating based on sex, color, race, religion, or natioanl origin. (Juliet R Aiken, Dec2013) -
Occupational Safety and Health Act
The Occupational Safety and Health Act was passed in order to protect workers from unsanitary and hazardous working conditions and the Occupational Safety and Health Administration was founded to oversee the implementation of the bill. (William B. Spann, 2014) -
Peters and Waterman
Tom Peters and Robert Waterman in the early 1980's identified 62 of the best peforming organizations in the United States. Peters and Waterman discovered that these companies encoured risk taking, have a central plan, divide work in such a way that employees are motivate to put the common interest inhead of their own interests. (Jones:George, p50) -
Management Information Systems
Management information systems (MISs)is a relatively new branch of Management Science Theory that came into widespread use through the technology boom of the 1990's and 2000's. MISs allow managers to make more well informed decisions by providing them with current and relavent information on both internal and external events. (Jones:George, p55)