BADM-1122: 2.1 - Evolving Viewpoints: How We Got to Today's Management Outlook

Ch. 2¹ - Peter Drucker (who is he?)

Austrian born American management consultant, educator, and author; wrote The Practice of Management (1954) in proposing management as a social innovation/profession.

Ch. 2¹ - Drucker’s First Principle

Workers= Should be treated as assets.

Ch. 2¹ - Drucker’s Second Principle

Cooperation= Considered as human community.

Ch. 2¹ - Drucker’s Third Principle

No business without a customer.

Ch. 2¹ - Drucker’s Fourth Principle

Institutionalized management practices → charismatic cult leaders.

Ch. 2¹ - How Wegmen’s apply Drucker’s work for its management?

Applies Drucker’s work by treating workers as assets ($50M in scholarships/trainings and programs.) → Ranked 2# in customer service.

Ch. 2¹ - Why study management theory? / why study this chapter? (1)

Insight: Interpret why past/present business practices exist (whether for good or bad.)

Ch. 2¹ - Why study management theory? / why study this chapter? (2)

Guide: Predict outcomes to guide actions and make outcomes. (e.g. wage adjustments during labor shortages.)

Ch. 2¹ - Why study management theory? / why study this chapter? (3)

New ideas: Fresh perspectives for new situations (e.g., trust over pay.)

Ch. 2¹ - Why study management theory? / why study this chapter? (4)

Management Class: Understanding leadership’s focus and decisions.

Ch. 2¹ - Why study management theory? / why study this chapter? (5)

Outside Class: Make sense of external industry events.

Ch. 2¹ - Why study management theory? / why study this chapter? (6)

Positive Results: Apply proven practices that drive performances.

Ch. 2¹ - Progression (Fig 2. 3)

Classical → Behavioral → Quantitative → Systems → Contingency → Contemporary

Ch. 2² - What is scientific management

Focuses on improved productivity on individual workers.

Ch. 2² - Fredrick Taylor (who was he?)

American born mechanical engineer; father of scientific management. Created his four principles, motion studies and differential rate pay.

Ch. 2² - Taylor’s First Principle

Evaluate task scientifically.

Ch. 2² - Taylor’s Second Principle

Select right workers.

Ch. 2² - Taylor’s Third Principle

Train/incentivize proper methods.

Ch. 2² - Taylor’s Fourth Principle

Plan methods scientifically.

Ch. 2² - Frank and Lillian Gilbreth (who is them?)

American born industrial engineer and efficiency expert married couple; first couple of management. Used motion cameras in identifying seventeen basic physical motions; eliminated unnecessary movement and worker fatigue.

Ch. 2² - What is administrative management

Focuses on managing efficiency of the total organization.

Ch. 2² - Charles Clinton Spaulding (who is he?)

American born business leader; Proposed 8 fundamental necessities (authority, budgeting, teamwork); pioneer of African American management.

Ch. 2² - Henri Fayol (who is he?)

French born engineer and industrialist; wrote General and Industrial Management (1930). First to systematize management into core functions: Planning, Organizing, Leading, Controlling.

Ch. 2² - Max Weber (who is he?)

German socialist; Views bureaucracy = rational, logical organization. Cuts ambiguity via: Hierarchy, Division of labor, and Formal rules.

Ch. 2² - What is classical flaw?

Too mechanistic (treats human workers like cogs in a machine, ignoring human needs).

Ch. 2³ - What is behavioral viewpoint

Focuses on understanding human behavior & motivating achievement; processed during three phases:

1) Early behaviorism,

2) Human relations movement,

3) Behavioral science.

Ch. 2³ - Mary Parker Follett (who is she?)

American born social worker and philosopher; pioneer of civics/sociology.

Ch. 2³ - Follett’s First Idea

Organizations → operated as communities = work together (cooperation).

Ch. 2³ - Follett’s Second Idea

Conflicts → resolving it by integration (managers and workers resolving conflicts together to find solutions.)

Ch. 2³ - Follett’s Third Idea

Work process → supervised via worker control by experienced workers instead of managers → (whom want to act) as managers.

Ch. 2³ - Elton Mayo (who is he?)

Australian born psychologist and organizational theorist; father of the human relations movement. Led Western Electric Hawthorne plant lighting experiments.

Ch. 2³ - What is the Hawthorne effect?

Workers work harder when given attention & feel managers care → shifted focus to "social man" and human relations.

Ch. 2³ - Human relations movement

Proposed better human relations increase worker productivity (1950s–60s). Pioneered by Maslow & McGregor.