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Scientific Management Theory
Frederick Taylor developed the Scientific Management Theory, which is described as the one best method to get a job done. This included large and industrial businesses with routine and a variety of products. Scientific and technical matters were of high value, along with routinizing and standardizing organizational tasks. For example, workers were rewarded for exceptional work and they were also punished for wrong-doings. The Scientific Management Theory was created to improve production effi -
Max Weber: Administrative Management Theory
This is the study of how to create an organizational structure and control system that leads to high efficiency and effectiveness. Max Weber developed the five principles of bureaucracy which coincides with the Administrative Management Theory. This was created to help Germany manage their growing industry at the same time determined to gain world control. -
Henry Ford
Henry Ford’s development of the conveyor belt changed manufacturing practices by changing workers hours and wage in order to try and decrease employee turnover. Ford created a Sociological Department to have inspectors check on his employees outside of work. This caused other organizations to look into the Scientific Management Theory as competition increased. -
Management Science Theory
The Management Science Theory was starting to be an influence in 1910. It was an approach that used difficult quantitative techniques to help mangers maximize organizations resources. -
Frank and Lillian Gilbreth
Motion studies analyzed work motions by filming workers and emphasized areas for efficiency improvement by reducing motion.
https://www.boundless.com/management/definition/motion-study/ -
Fayol’s 14 Principles of Management
Henri Fayol developed the fourteen principles of management that were to help increase the efficiency of the management process. These fourteen principles included division of labor, authority and responsibility, unity of command, line of authority, centralization, unity of direction, equity, order, initiative, discipline, remuneration of personnel, stability of tenure of personnel, subordination of individual interests to the common interest, and esprit de corps. -
Hawthorne Studies
Mary Parker Follett conducted studies of the characteristics of a work setting and how it relates to worker performance. The results stated that a manger’s behavior affects workers performance level. -
Deming’s 14 Points on Quality Management
This was a concept for applying total quality management practices to help companies increase the organization’s quality and productivity.
https://asq.org/learn-about-quality/total-quality-management/overview/deming-points.html -
Open-System View
The open-system view was developed by Ludwig von Bertanlanffy, who was a biologist. It means that all systems are characterized by an assemblage or combination of parts whose relations make them interdependent. http://faculty.babson.edu/krollag/org_site/scott_org/chap4.html -
Contingency Theory
The Contingency Theory was created by Tom Burns, G. M. Stalker, Jay Lorsch, and Paul Lawrence. It means that there is no one best way to organize. The features of the environment affect an organization to maintain resources. -
Douglas McGregor
Douglas McGregor developed two theories that show the way managers’ act in an organization. Theory X is a set of negative assumptions about workers that leads to the conclusion that a manger’s task is to supervise workers closely and control their behavior. Theory Y is a set of positive assumptions about workers that leads to the conclusion that a manger’s task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginativ -
Tom Peters and Robert Waterman
Tom Peters and Robert Waterman recognized 62 businesses that were considered to perform the highest in the United States. The three sets of principles that they thought were to make a successful organization is to encourage companies to create guidelines for initiative, to create a central plan that has organizational goals at the top, and to keep the business organized and in control.
