Management Theory: Historical and Contemporary Perspectives: CH 2

Management Theory

Study of principles guiding managerial practices.

Classical Viewpoint

Focus on efficiency and scientific management methods.

Scientific Management

Improving productivity through scientific study of tasks.

Frederick W. Taylor

Pioneer of scientific management principles.

Gilbreths

Developed motion study techniques to enhance efficiency.

Motion Studies

Analysis of tasks to eliminate unnecessary movements.

Administrative Management

Management focused on overall organizational structure.

Henri Fayol

Identified major management functions: planning, organizing.

Max Weber

Proposed bureaucracy as an ideal organizational structure.

Bureaucracy

Rational organization with clear hierarchy and rules.

Hierarchy of Authority

Structured levels of management within an organization.

Formal Rules

Established guidelines governing organizational behavior.

Division of Labor

Specialization of tasks to improve efficiency.

Impersonality

Objective treatment of employees in bureaucratic systems.

Merit-Based Careers

Promotion based on performance and qualifications.

Behavioral Viewpoint

Focus on understanding employee motivation and behavior.

Quantitative Approaches

Use of mathematical models for problem-solving.

Systems Viewpoint

Holistic approach considering interrelated organizational components.

Quality-Management Viewpoint

Focus on continuous improvement and customer satisfaction.

Learning Organization

An organization that facilitates continuous learning.

Positive Results

Outcomes achieved through effective management practices.

Historical Perspective

Study of past management theories and practices.

Contemporary Perspective

Modern approaches to management in current organizations.

Classical Viewpoint

Views humans as cogs in a machine.

Scientific Management

Focuses on improving productivity through work methods.

Behavioral Viewpoint

Emphasizes understanding human behavior in management.

Early Behaviorism

Foundation of industrial psychology and employee motivation.

Hugo Munsterberg

Father of Industrial Psychology, studied job suitability.

Mary Parker Follett

Advocated for community-based organizational operations.

Elton Mayo

Led studies showing attention increases worker productivity.

Hawthorne Effect

Increased productivity from attention and care from managers.

Human Relations Movement

Improves productivity through better human relations.

Abraham Maslow

Pioneered the concept of Hierarchy of Needs.

Douglas McGregor

Developed Theory X and Theory Y on worker attitudes.

Theory X

Pessimistic view of workers as irresponsible and lazy.

Theory Y

Optimistic view of workers as responsible and creative.

Behavioral Science

Uses research to develop theories on human behavior.

Quantitative Viewpoint

Applies quantitative techniques in management practices.

Management Science

Focuses on using mathematical models for decision-making.

Behavioral Science Disciplines

Includes psychology, sociology, anthropology, and economics.

Motivating Employees

Understanding behavior to enhance employee achievement.

Conflict Resolution

Managers and workers discuss to find mutual solutions.

Facilitator Role

Managers guide rather than control knowledgeable workers.

Employee Welfare

Attention from managers improves overall employee productivity.

Job Suitability

Matching individuals to jobs based on psychological conditions.

Management Science

Uses mathematics for problem solving and decision making.

Operations Management

Manages production and delivery of products or services.

Work Scheduling

Planning work tasks to optimize efficiency.

Production Planning

Determining production levels and timelines.

Facilities Location

Choosing sites for production and operations.

Optimum Inventory Levels

Ideal stock levels to meet demand without excess.

Closed Systems

Organizations with minimal environmental interaction.

Open Systems

Organizations interacting continuously with their environment.

Synergy

Combined efforts producing greater results than individual parts.

Complexity Theory

Studies networks of interdependent parts in systems.

Contingency Viewpoint

Management approach varies based on situation and context.

Evidence-Based Management

Uses best evidence for rational decision making.

Quality

Total ability to meet customer needs.

Quality Control

Minimizes errors by managing production stages.

Quality Assurance

Focuses on performance to achieve zero defects.

Total Quality Management (TQM)

Continuous improvement and customer satisfaction focus.

Learning Organization

Actively creates and transfers knowledge internally.

Commitment to Learning

Building a culture focused on continuous learning.

Generating Ideas with Impact

Creating significant and actionable ideas.

Generalizing Ideas with Impact

Applying impactful ideas across the organization.

Historical Perspective

Management theories from 1911 to 1950s.

Classical Viewpoint

Focus on efficient work management techniques.

Behavioral Viewpoint

Focus on understanding and motivating employee behavior.

Quantitative Viewpoint

Uses quantitative techniques for management decision-making.

Systems Viewpoint

Views organization as interrelated parts achieving common goals.

Contingency Viewpoint

Manager's approach varies based on situation and individual.

Quality Management Viewpoint

Focuses on continuous improvement and customer satisfaction.

Classical Viewpoint

Emphasizes efficient work management methods.

Scientific Management

Improves productivity through scientific study of work methods.

Administrative Management

Focuses on managing the total organization effectively.

Human Relations Movement

Better relations can enhance worker productivity.

Behavioral Science Approach

Uses research to develop practical management theories.

Maslow's Hierarchy of Needs

Pyramid of human needs from basic to self-fulfillment.

Physiological Need

Basic needs for food, shelter, and self-preservation.

Safety Need

Need for physical safety and emotional security.

Love Need

Need for affection, friendship, and social connections.

Esteem Need

Need for self-respect and recognition from others.

Self-Actualization Need

Need for personal growth and fulfillment of potential.

Quality Control

Minimizes errors by managing production processes.

Quality Assurance

Encourages striving for zero defects in performance.

Total Quality Management

Comprehensive approach for continuous quality improvement.

Management Science

Applies mathematics to solve management problems.

Operations Management

Manages production and delivery of products/services.

Early Behaviorists

Pioneers in understanding human behavior in organizations.

Proponents of Management Theories

Key figures advocating specific management approaches.