Managing Cultures Across Time

Flashcards on Management Theories

Historical Developments in Management Theories

Key historical developments in management theories, including classical, human relations, and contemporary approaches.

WEIRD Management Theories

Strengths and limitations of WEIRD (Western, Educated, Industrialized, Rich, Democratic) management theories and their applicability in global contexts.

Cultural Values and Philosophies on Management

Impact of cultural values and philosophies, such as Confucianism, Kaizen, Ubuntu, and Gamilaraay traditions, on management practices.

Management

As both a practice and a discipline, is deeply intertwined with the evolution of human societies and reflect historical contexts and cultural values.

Priorities in American and European paradigms Management

Efficiency, standardisation, and hierarchical control.

Management practices in Non-Western societies

Distinctive management practices that reflect their philosophies, traditions, and socio- political systems.

Industrial Revolution

Technological developments including the steam train, the power loom and the development of more efficient methods for manufacturing iron led to dramatic changes to every element of family and working life.

Frederick W. Taylor belief

Analyse each task to determine the “one best way” to complete a job.

Frank (1868- 1924) and Lillian Gilbreth (1878-1972) pioneered “time and motion studies”

To minimise the number of movements employees needed to complete a task.

Production line

An employee on a production line specialised in one task (e.g., putting the wheels on the car).

Henri Fayol five functions of management

Planning, Organising, Coordinating, Commanding, Controlling

Max Weber principles

Division of labour, Clear hierarchy of authority, Formal rules and procedures, Impersonality, Careers based on merit

Human Relations movement

Employee satisfaction was seen as an important way to improve productivity.

After the Hawthorne studies managers

Focus much more on the importance of human relationships at work.

Mary Parker Follett view on organizations

Viewed organisations as communities rather than as machines

Douglas McGregor contribution

Challenged assumptions made by managers at the time

Open system perspective

Open system perspective is focused on the dependence of an organisation on the external environment including suppliers, customers and policy-makers.

Systems thinking

Is the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements.

Contingency approach

Managers should apply universal theories but only the ones that are relevant to their situation.

Multi-stream Management

Management that is based on the values of virtue ethics.

Limitations of WEIRD management theories

Overlook diversity and value of other cultural contexts; narrow focus on financial outcomes; emphasis on individual achievement

Confucian principles

Principles of ethics that focused on the values of benevolence ('ren'), righteousness ('yi'), rites ('li'), wisdom ('zhi') and trustworthiness ('xin').

Kaizen

Continuous improvement focusing on incremental enhancements in processes, products, and workplace culture

Ubuntu, known as humanness

A Southern African philosophy that is rooted in the idea of umntu ngumntu ngabanye, translated to ‘a person is a person through others’

“Burruguu”

Awareness and connection to everything past, present and future.