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Max Weber-Bureaucracy
BureaucracyWho: Max Weber
What: Beginning analyses of bureaucracy as a social phenomenon with a more rational & legal form of authority. The Protestant Ethic and the Spirit of Capitalism was published.
Where:Germany -
Taylor-Scientific Management
Scientific MgtWho: Frederick Taylor
What: Beginning of the scientiic management movement involving a systematic analysis of work related tasks
Where: U.S. -
Hawthorne Studies
HawthorneWho: Elton Mayo & W. Lloyd Warner
What: The Hawthorne studies conducted over several years shed light (no pun intended) to the fact that attention and social conditions have a large impact on employee motivation and productivity.
Where: Chicago -
Administrative Management
posdcorbWho: Luther Gulick & James Mooney
What: Developed principles/guidlines of administration and specificed two functions of managment (the division of work & the coordination of work). Gulick also developed the influential POSDCORB (planning, organizating, staffing, directing, coordinating, reporting and budgeting) to describe managemnt functions. Mooney also developed the Scalar Principle which states that authority should be hierarchial with more authority at the top level.
Where: U.S. -
Organizations-Economy of Incentives
Who: Chester Barnard
What: Influenced the thought of "informal" organizations through his book, Functions of the Executive. He proposed that organizations should provide a variety of incentives to encourage cooperation and communication among all employees.
Where: Massachusetts -
Maslow's Hierarchy of Needs
maslowWho: Abraham Maslow
What: Maslow developed the extremely influential hierarchy of human needs which states that needs in the lowest category (physiological) must be fulfilled before other needs can be met (in order: safety, love, self-esteem, and self-actualization).
Where: New York -
Limits of Rationality-Simon
Who: Herbert Simon
What: Criticized current practices for being to ambiguous and encouraged a more rigorous study of administrative processes. He contended that administrators do not in fact act rationally and often succumb to satisficing.
Where: Pennsylvania -
Group Dynamics - Lewin
Who: Kurt Lewin
What: Lewin was one of the first to experiment on groups and leaders in the mid-1930s. He influenced social psychology with his publication in 1947 by advancing knowledge in group dynamics (public commitments are more likely to be maintained) and the change process (unfreeze, moving, and refreezing)
Where: US -
Social Technical Organizations
Who: Tirst & Bamforth
What: Published a classic piece that highlighted the interplay between tehcnology & social forces in organizaitons. It was found that the two factors will respond to change and maintain a state of equilibrium.
Where: Great Britain -
McGregor's Theory X & Theory Y
theoryWho: Douglas McGregor
What: McGregor argued that management should utilize both ‘Theory X’ which states that workers are passive and without motivation and ‘Theory Y’ which states that worker are self-motivated. Including Theory Y was aimed to fulfill higher order needs and thus focused on job enrichment and participative decision making.
Where: Massachusetts -
Contingent Organizations
Who: Burns & Stalker
What: Researched firms and found that different structures were more effective in different industries. Mechanistic organizations were more effective in stable, operating environments where organic organizations were more effective in complex and changing environments.
Where: Great Britain -
Contingent Organizational Forms
Who: Joan Woodard
What: Found that the mangement structure of the firm should be dependent on the type of technological production type of the firm. (ie.either unit, mass or continuous production).
Where: Great Britain -
Systems Approach to Organizations
Who: Daniel Katz & Robert Khan
What: Authored a seminal book that used the language of systems, i.e. inputs, throughputs, outputs and feedback, to describe the processes of organizations and their subunits.
Where: U.S. -
Contingent Complex Enironment Structure
Who: Lawrence & Lorsch
What: Studied firm and their environemnts and found that the structure of the firm should be as complex as the environment. Firms in changing/complex environments should be have more differientiated units, goals and work climate.
Where U.S. -
Furthering Contingency Perspective
Who: James Thompson
What: Expanding the contingency perspective, Thompson published a significant piece that explained rationality in the sense that while organizations strive to be rational in their approach, it is the environment, technology, & uncertainty that that require organizations to be flexible in their structure and procedures.
Where: U.S.
