May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 2 The Evolution of Management Thinking... May not be scanned, copied or
Trang 1© 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 2
The Evolution of Management Thinking
Trang 2Management and Organization
Studying management history helps your
conceptual skills
Social forces – aspects of a culture that guide
and influence relationships among people
Political forces – influence of political and legal
institutions on people and organizations
Economic forces – the availability, production,
and distribution of resources
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2.1 Management Perspectives over Time
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Trang 4Classical Perspective
Emerged during the nineteenth and early
twentieth centuries
Rise of the factory system
Issues regarding structure, training, and
employee satisfaction
Large, complex organizations required new
approaches to coordination and control
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Trang 6Scientific Management
Improve efficiency and labor productivity
through scientific methods
Frederick Winslow Taylor proposed that
workers “could be retooled like machines”
Management decisions would be based on
precise procedures based on study
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Scientific Management
Henry Gantt developed the Gantt chart to
measure and plan work
The Gilbreths pioneered time and motion
studies to promote efficiency
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Trang 82.2 Characteristics of
Scientific Management
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2.3 Characteristics of
Weberian Bureaucracy
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Trang 12Administrative Principles
Focused on the entire organization
Henri Fayol, a French mining engineer, was a major
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Trang 14Humanistic Perspective:
Early Advocates
Understand human behaviors, needs, and
attitudes in the workplace
Mary Parker Follett and Chester Barnard
Contrast to scientific management - Importance
of people rather than engineering techniques
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Humanistic Perspective:
Early Advocates
Empowerment: facilitating instead of
controlling
Recognition of the informal organization
Introduced acceptance theory of authority
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Trang 16Humanistic Perspective:
Human Relations Movement
Effective control comes from within the employee
Hawthorne studies were key contributor
Human relations played key variable in increasing
performance
Employees performed better when managers
treated them positively
Strongly shaped management practice and
research
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Humanistic Perspective:
Human Resources Perspective
From worker participation and considerate
leadership to managing work performance
Combine motivation with job design
Maslow and McGregor extended and
challenged current theories
Maslow’s Hierarchy
Theory X and Theory Y
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Trang 182.4 Theory X and Theory Y
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Humanistic Perspective:
Behavioral Sciences Approach
Scientific methods + sociology, psychology,
anthropology, economics to develop theories
about human behavior and interaction in an
organizational setting
Organizational development – field that uses
behavioral sciences to improve organization
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Trang 20Humanistic Perspective:
Behavioral Sciences Approach
Other strategies based on behavioral science:
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Quantitative Perspective
Also referred to as management science
Use of mathematics and statistics to aid
management decision making
Enhanced by development and perfection of the
computer
Operations management focuses on the
physical production of goods and services
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Trang 22Quantitative Perspective
Information technology – focuses on
technology and software to aid managers
Quants – financial managers who base their
decisions on complex quantitative analysis
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Recent Trends: Systems
Thinking
The ability to see the distinct elements of a situation as
well as the complexities
System – set of interrelated parts that function as a
whole to achieve a common purpose
Subsystems – are parts of the system that are all
interconnected
Synergy – the whole is greater than the sum of its parts
Managers must understand subsystem
interdependence and synergy
23
Trang 24Exhibit 2.5 Circles of Causality
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Recent Trends:
Contingency View
Every situation is unique
Managers must determine what method will
work
Managers must identify key contingencies for
the current situation
Organizational structure should depend upon
industry and other variables
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Trang 262.6 Contingency View
of Management
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Managing the
Technology-Driven Workplace
Big data analysis
Technologies, skills, and processes for
searching and examining massive, complex
sets of data
Uncovers hidden patterns and correlations
Supply Chain Management
Managing the sequence of suppliers and
purchasers
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Trang 282.7 Supply Chain for Retailers
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Managing the People-Driven
Workplace
emotional involvement in the job
satisfaction with work conditions
enthusiastic contribution to the team
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