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Andrew Carnegie
Andrew was one of the first big monopolizes. He monopolized the steel and completely changed the steel industry lowering production prices significantly. His drive and great management earned him a spot on my timeline. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Henry Ford Shorter Work Day More Pay
Ford was experiencing huge employee turnover due to job stress. In response he raised the base pay and shortened the work day. With this he also had his management checking up on workers more often. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Theory of Bureaucracy
Max Weber developed this theory to help Germany manage its growing industrial sector. His theory gives people authority to create efficiency. Also people should be promoted based on their performance not social standing. Another part was to have a clear hierarchy. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Fayol's 14 Priciples
The 14 principles that Fayol created were pretty spot on. They are still used today in much of the management theory being developed. The principles were defined to increase management efficiency. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
F.W Taylor Scientific Management
Taylor Defined scientific management. Scientific Management is the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. This system is basically just stating that workers should specialize in one particular part of the production process instead of the whole thing. This revolutionizes industry because it increases efficiency drastically. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: -
Mary Parker Follett
She was considered the mother of management. She focused her management theory more on the workers than the management. She did hers more in focus to get the workers more involved with decisions. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
The Gilbreths
They worked to refine Taylor's analysis of work movement. They had three focuses. First was to every action required in a task. Second was to find better ways to perform each action. Lastly to reorganize each part of an action to be more efficient. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Kurt Lewin
He was big on social psychology. He was the creator of the MIT Research Center for Group Dynamics. This was useful in developing management strategies among groups. Lewin, Kurt." Encyclopedia of the History of American Management. London: Continuum, 2006. Credo Reference. 27 Oct. 2008. Web. 24 Oct. 2013. http://www.credoreference.com/entry/contham/lewin_kurt. -
Likert, Rensis
He is most well-known for his development of the Likert scales. These are used to measure attitudes of people. He thought that the participative group system was the best for organizations. This system is a reward biased system with goals. Likert, Rensis." Encyclopedia of the History of American Management. London: Continuum, 2006. Credo Reference. 27 Oct. 2008. Web. 24 Oct. 2013. http://www.credoreference.com/entry/contham/likert_rensis. -
Total Quality Management
Deming, William Edwards was one of the founders of this theory. This theory focuses on management and consumer relations. About how quality needs to change based on consumer needs and wants. Deming, William Edwards." Encyclopedia of the History of American Management. London: Continuum, 2006. Credo Reference. 27 Oct. 2008. Web. 24 Oct. 2013. http://www.credoreference.com/entry/contham/deming_william_edwards. -
Maslow, Abraham Harold
He developed the needs hierarchy. This theory was all about employee motivation. It was about how everyone’s needs need to be satisfied and encouraged managers to have relations with the employees to satisfy these needs. Maslow, Abraham Harold." Encyclopedia of the History of American Management. London: Continuum, 2006. Credo Reference. 27 Oct. 2008. Web. 24 Oct. 2013. http://www.credoreference.com/entry/contham/maslow_abraham_harold. -
Contingency Theory
The main point of this theory is that there is no one best way to organize. There are too many factors involved to just have one best way to manage. There needs to be many ways for many different types of companies. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Thoery X and Y
These theories focused on the attitudes and behavior of managers towards employees bases on assumptions. Theory x is that the average employee is lazy and theory y is that the average employee is pretty much just the opposite of everything. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Open Systems View
Open system was developed by Daniel Katz, Robert Kahn, and James Thompson. Open system is a system that takes in resources from outside and puts them to good use. This is used by management theorists to model modern management practices. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Equal Pay Act
The Equal Pay Act- required that men and women be paid equally if they are performing equal work. This act has helped women in the workforce to receive closer to the same pay as men. There is still a large gap between the two genders. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Title VII of Civil Rights Act
Prohibits Discrimination in employment decisions on the basis of race, religion, sex, color, or national origin: covers wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions. This was just the start of many acts that aim towards stomping out discrimination in the workforce. These acts have caused companies to change their hiring practices. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Age Discrimination in Employment Act
Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement. This was another act against descrimination in hiring practices. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Lawrence, Paul Roger
Lawrence was one of the main researchers of the contingency theory. He also published some books on how to deal with the resistance to change. Lawrence, Paul Roger." Encyclopedia of the History of American Management. London: Continuum, 2006. Credo Reference. 27 Oct. 2008. Web. 24 Oct. 2013. http://www.credoreference.com/entry/contham/lawrence_paul_roger. -
Equal Employment Opportunity Act of 1972
This act caused many businesses to be a lot more careful with their hiring practices. In some cases businesses started discriminating the opposite way that they used to help diversitise their workforce. Fesche, C. (2006). TITLE IX OF THE 1972 EDUCATION AMENDMENTS. Georgetown Journal Of Gender & The Law, 7(3), 935-952. -
Pregnancy Discrimination Act
This act was another of the acts that helped to stop discrimination in the workplace. This one focused manly on women who were not being given job opportunities because they were pregnant. Also it was for maternity and paternity leave for the parents. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Kanter, Rosabeth Moss
Kanter wrote many books on innovation and how management could bring it about. One of her big focuses was communication amongst management and employees. Kanter, Rosabeth Moss." Encyclopedia of the History of American Management. London: Continuum, 2006. Credo Reference. 27 Oct. 2008. Web. 24 Oct. 2013. http://www.credoreference.com/entry/contham/kanter_rosabeth_moss. -
Americans with Disabilities Act
Prohibits discrimination against disabled individuals in employment decisions and requires that employers make accommodations for disabled workers. This act also helped to lessen discrimination. It changed management practices too. After this many managers who never had to deal with disabilities now needed to be trained in on how to deal with them. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Civil Rights Act
Prohibits discrimination and allows for the awarding of punitive and compensatory damages, in addition to back pay, in case of international discrimination. This act made it so that people could peruse legal actions against a company that discriminated against them making management even more cautious. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Family and Medical Leave Act
Requires that Employers provide 12 weeks of unpaid leave for medical and family reasons, including paternity and illness of family member. This act caused management to change in a few ways. Now companies could not just fire people who had to leave for an extended period of time. They had to adjust and find new ways to deal with the problem. Jones, G. R., & George, J. M. (2003). Contemporary management (3rd ed.). Boston: McGraw-Hill/Irwin. -
Diversity
Diversity is becoming increasingly more necessary in the work place. It is something that many people are doing studies on now because it is so new. Management is trying many different methods to make the companies more diverse like seminars and workshops to get employees more involved with each other and the company. Payne, J., McDonald, S., & Hamm, L. (2013).
