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Scientific Management Theory
F.W. Taylor created the Scientific Management Theory around 1980 that was defined from the book as, "The systematic study of relationships between people and tasks for the purposes of redesigning the work process to increase efficiency (Jones, p. 39). Based off of this definition, Taylor developed four principles to increase efficiency within the workplace. Jones, G. & George, J. (2014). Contemporary management. New York, NY: McGraw-Hill/Irwin. -
The Gilbreths
Prominent followers of F.W. Taylor, Frank and Lillian Gilbreth refined the Scientific Management Theory to a time and motion study as well as studies that indicated how physical characteristics of the workplace would contribute to job stress, and therefore worker fatigue and poor performance. The Gilbreth's, "isolated factors that result in worker fatigue, such as lighting, heating, the color of walls and the design of tools and machines" (Jones, p. 42). This led to new advances in management th -
Fayol's Principles of Management
Henri Fayol created the 14 principles of management based on his experiences in the mining industry in the early 1900's. The 14 principles include division of labor, authority and responsibility, unity of command, line of authority, centraliation, ect. Many of these 14 principles are still used today.
Carl A. Rodrigues, (2001) "Fayol’s 14 principles of management then and now:a framework for managing today’s organizations effectively", Management Decision, Vol. 39 Iss: 10, pp.880 - 889 -
The Theory of Bureaucracy
As Germany was admist its industrial revolution, Max Weber developed the principles of bureaucracy, which is defined in the textbook as, "A formal system of organization and administration designed to ensure efficiency and effectiveness" (Jones, p. 45). The theory is based off of 5 principles that create the standard operating systems for the workplace as well as rules and norms. These five principles provided behavioral guidelines that increased efficiency because they had clear defined rules. -
Behavioral Management Theory
Mary Parker Follett wrote about management and about the way that managers should behave towards workerss based on F.W. oversight by ignoring the human side of the organization. Based on her study she developed the behavioral management theory which is defined as, "The study of how managers should behave to motivate employees and encourage them to perform at high levels and be commmitted to the achievement of organizational goals" (Jones, pg. 51). -
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Hawthorne Studies (Hawthorne Effect)
The Hawthorne Studies were conducted between 1924-1932. Originally they were an attempt to investigate how characteristics of the work setting affect worker fatigue and performance. After producing unexpected results, leading to Elthon Mayo helping them solve the mystery of these results. After a few years, they found that efficiency had a lot to do with attitudes towards management in the workplace. This theory is known as the Hawthorne Effect. (Jones, pg. 52) -
Trait Theory
In early stages of leadership research, leaders were characterized by personal qualities and characteristics. The trait theaory research focused on the traits of successufl leaders. Stogdill idenified the traits, such as assertive, cooperative, energetic, and persistent as critical to leaders
"Management History Timeline." McGraw-Hill / Irwin presents Management History Timeline. McGraw-Hill, n.d. Web. 16 Oct. 2013. http://www.mhhe.com/business/management/management_timeline/content.html. -
Rensis Likert
Rensis Likert is known for his research on management and the development of the Likert Scales which is a technique for measuring attitudes within the workplace. His theory stated the employee-centered management was more effective than job-centered supervision. Likert identified 4 management systems that are present in organizations. Likert R. From Production- and Employee-Centeredness to Systems 1-4. Journal of Management. 1979;5(2):147-156. -
Management Science Theory
The Management Science Theory is an, "approach to management that uses rigorous quantitative techniques to help managers make maximus use of organizational resources" (Jones, pg. 55). This theory is basically an extension of the scientific management theory but is more contemporary, especially in a more contemporary world. There are 4 branches of management science that specifically deals with a certain set of concerns. They include, Quantitative management, operations management, TQM & MISs. -
Total Quality Management
This philosophy of management ivolved continuous improvement of quality and responding to what the customer expects and needs. It was created by W. Edwards Deming and Joseph Juron. TQM views quality as the main purpose of the organization and views it as everyone's job.The focus is on the customer, employee involvemtn and continuous improvemtn. -
Theory X and Theory Y
Douglas McGregor proposed two sets of assumptions about, "how work attitudes and behaviors not only dominate the way managers think but also affect how they behave in organizations" (Jones, pg. 53). Theory X is a set of negative assumptions about workers, saying that the average worker is, "lazy, dislikes work, and will try to do as little as possible" (53). Theory Y states that given the chance that a employee will do what is good for the orginization and they are not lazy. -
Organizational Environment Theory
A milestone occured in the history o management when, "researchers went beyond the study of how managers can influence behaviorithin organizations to consider how managers control the organization's relationship with its external environment" (Jones, pg. 56). Organizational Environment theory studyed the importance of the environment and how it directly effects workers and their productivity. This lead to further research within this topic. -
Managerial Grid
In the 1950's, Robert Blake and Jane Mouton created a graphical representation of leadership styles.It is based on the demensions of concern for people and concern for production. The grid gives 81 different leader styles based on these two dimentions. -
The Administrative Model
James March and Herbert Simon disagreed with the classical model of decision making. They proposed that managers do not have complete information, have bounded rationality, and know that there is always risk and uncertainty. They believed that managers based decisions off of this process rather than saying that a person could choose the optimum decision. There also could be ambiguous information present and therefor a manager stasfices.
Jones pg. 203-204. -
The Open-Systems View
Danieal Katz, Robert Kahn, and James Thopmson developed the Open-Systems view in the 1960's. An open system is defined as, "A system that takes in resources from its exteernal environment and converts them into goods and services that are then sent back to that enironment for purchase by customers" (Jones, pg. 56). The system is decribed to be open because the organization draws from and interacts with the external environment instead of a closed system that ignores the external environment. -
Contingency Theory
Tom Burns, G.M. Stalker, Paul Lawrence and Jay Lorsch developed the contigency theory which is the idea that the organizational structures and control systems managers choose depends on characteristics of the external environment in which the organization operates. This looked at the organizations ability to obtain the resources that they needed and to contorl their activities in ways most likely to allow them to obtain these resources.
Jones, pg. 57 -
Equal Pay Act
The Equal Pay Act required tha tmen an dwomen be paid equally if they are performing equal work. Although this has been a law for the last 5 decades, women are still only making 77% of what men are making.
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Equity Theory
The Equity Theory says individuals compare job inputs and outcomes to others. The equity theory states that, "Job inputs such as effort, experience, education and competencea re compared to job outcomes such as salary, raises and recognition". From this general idea, the theory proposes that management needs to focus on employees who are doing well and rewarding them based on their efforts. If an employee is not feeling like they are going to be rewarded for effort then they will not try.
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Title VII of the Civil Rights Act
Title VII of the Civil Rights Act prohibits dicrimination in employment decisions based on race, religion, sex, color, or national origin. It covers a wide range of employment decisions including hiring, firing, pay, promotion, and working conditions.
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Goal Setting Theory
Edwin Locke proposed that an individuals intention to work towards a goal is a source of motivation. The goal setting theory of motivations states that, "specific and challenging goals lead to greater performance than vague and easy goals" (McGraww-Hill). When management sets high standards and rewards for those who achieve those standards, then employees are more likely to try and reach those goals and the achievement will motivate them.
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Organizational Learning
Organizational Learning is the, "process through which managers seek to improve employees desire and ability to understand and manage the organization and its task environment so employees can make decisions that continuously raise organizational effectiveness" (Jones 212-13). This could be the detection and correction of error but also the way firms build, supplement and organize knowledge and routines around their activities and within their cultures. -
Americans with Disabilities Act
The Americans with Disabilities Act prohibited discrimination against disabled individuals in employment decisions and requires that employers make accomodations for disabled workers to enable them to perform their jobs. This could be adding an elevator to an older building during remodling or adding a ramp.
Jones, pg. 137 -
Hofstede's Model of National Culture
Hofstede's model of National Culture tries to identify similarities and differences in the values and norms of different countries. Based on his studies at IBM, Hofstede came up with 5 different dimensions of culture which rate what a culture or a specific person finds most important or how they interact with others. Then they are ranked on a line graph and the differences between culture can be viewed and ranked. -
Civil Rights Act
The Civil Rights Act prohibits discrimination and allowes for the awarding of punitive an dcompensatory damages, in addition to back pay, in cases of intention discrimination.
Jones, pg. 137 -
Learning Organization
Peter Senge inentified five principles for creating a learning organization. The five principles are, develop personal mastery, build complex challenging mental models, promote team learning, build shared vision, and encourage systems thinking. Although these 5 steps may seem simple, an organization that wants to become a learning organization takes years to develop and is not an easy process. It is a radical change to management.
Jones, pg. 213
