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The start of the Industrial Revolution
The Industrial Revolution started when a lot of the largely rural, agrarian family and societies in Europe and America started to take a turn and become more urban. This started the invention of The transcontinental railroad, the cotton gin, electricity and other inventions permanently changed society. -
The End of the Industrial Revolution
The Industrial Revolution transformed economies that had been based on agriculture and handicrafts into economies based on large-scale industry, mechanized manufacturing, and the factory system. New machines, new power sources, and new ways of organizing work made existing industries more productive and efficient. -
Scientific Management
Scientific management, also often known as Taylorism, is a management theory first advocated by Federick W. Taylor. ... Taylor's scientific management theory argued it was the job of workplace managers to develop the proper production system for achieving economic efficiency. -
World War One
This was a tragic time in history, but also a really great time to work on people skills. With fighting a war you have to work together, and also you will create not only a Hierarchy of ranking positions but also your hierarchy of needs. -
Administrative Theory
Administrative management theory attempts to find a rational way to design an organization as a whole. The theory generally calls for a formalized administrative structure, a clear division of labor, and delegation of power and authority to administrators relevant to their areas of responsibilities. This theory was created Henri Fayol. -
Total Management Quality (TQM)
Total quality management consists of organization-wide efforts to "install and make permanent climate where employees continuously improve their ability to provide on demand products and services that customers will find of particular value.This was created by W.Edwards Deming. The theory can be traced back to being used in the 1920's but it was further developed in the 1940s. -
Humans Relations Theory
Mayo's Human Relations Motivation Theory, which contains the Hawthorn Effect, is a theory of motivation in the workplace. ... This theory proposed that employees were motivated primarily by pay. Workers were generally thought of as lazy and treated as just another piece of equipment -
World War Two
At this time in history there are some theories that were created so we could improve on the management within the military. You need some type of management in the military in order to win the war. -
Hierarchy of Needs
A theory of motivation developed by Abraham Maslow; holds that humans have five levels of needs and act to satisfy their unmet needs. At the base of the hierarchy are fundamental physiological needs, followed in order by safety, social, esteem, and self-actualization needs. -
Theory X and Theory Y
Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Theory Y is people are self-motivated and enjoy the challenge of work. Managers with this assumption have a more collaborative relationship with their people, and motivate them by allowing them to work on their own initiative, giving them responsibility, and empowering them to make decisions. These theories were created by Douglas McGregor. -
Theory Z
Theory Z was a theory that was formed from both theory X and Y, and was created by a man named William Ouchi. Theory Z is an approach to management based upon a combination of American and Japanese management philosophies and characterized by, among other things, long-term job security, consensual decision making, slow evaluation and promotion procedures, and individual responsibility within a group context. -
Management in Today's World
Management has definitely grown through the years, but it going grows stronger each in every day. Every manager is taught and tries to add the different theories every time the manage a person, or thing. Everyone is managers in their own way, and that is what makes management so cool and amazing.
