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Scientific Management Theory
The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. (Jones, 2014, p.39) -
Job Specialization
The process in which a division of labor occurs as different workers specialize in different tasks over time. (Jones, 2014, p.39) -
Administrative Management Theory
The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness. (Jones, 2014, p.45) -
Frederick W. Taylor- Techniques of Scientific Management
Principle 1: study the way workers perform their tasks, and try new ways to improve tasks. Principle 2: Organize the new methods of performing tasks into written rules and procedures. Principle 3: Select workers who possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures. Principle 4: Establish a fair level of performance for task, and develop a pay system that rewards performance. (Jones, 2014, p.39) -
Henry Ford
Henry Ford reduced working hours and increased wages at the same time. This allowed Ford employees to become customers, which led to mass consumption. (Jones, 2014, p.41) -
Behavioral Management Theory
The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. (Jones, 2014, p.51) -
Fayol's Principles of Management
14 principles of management include: 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. (Jones, 2014, p.47) -
Theory of Bureaucracy
Principle 1: Formal authority derives from the position held in the organization. Principle 2: People should occupy positions because of their performance. Principle 3: Each position’s authority and responsibilities, should be clearly specified. Principle 4: Authority can be exercised in an organization when positions are arranged hierarchically. Principle 5: Managers must create a well-defined system of rules, procedures, and norms. (Jones, 2014, p.45) -
Hawthorne Effect
The finding that manager’s behavior or leadership approach can affect workers’ level of performance. (Jones, 2014, p.52) -
Trait Theory
Personality traits were found to predict the emergence of leaders and the appearance of leadership. Stogdill identified the traits, such as, assertiveness, cooperative, energetic, and persistent as critical to leaders. Extroversion is related to leader emergence. (http://www.mhhe.com/business/management/management_timeline/content.html) -
Management Science Theory
An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organization resources. (Jones, 2014, p.55) -
Organizational Environment Theory
The set of forces and conditions that operate beyond an organizations boundaries but affect a manager’s ability to acquire and utilize resources. (Jones, 2014, p.56) -
Hierarchy of Needs
Refers to the theory about the way in which people are motivated. A pyramid of five needs created by Abraham Maslow; the five needs include: physiological, safety, love/belonging, esteem, and self-actualization. (http://www.mhhe.com/business/management/management_timeline/content.html) -
Quantitative Approach
Uses mathematical techniques to help managers make decisions. IT offers managers new and improved ways of handling information so they can make more accurate assessments of the situation and better decisions. (Jones, 2014, p.55) -
Theory X and Theory Y
Developed by Douglas McGregor, 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, 2014, p.53) -
Contingency Theory
The idea that the organizational structures and control systems managers are contingent on characteristics of the external environment in which the organization operates. (Jones, 2014, p.57) -
Goal Setting Theory
Goal-setting theory of motivation suggests that specific and challenging goals lead to greater performance than vague and easy goals. (http://www.mhhe.com/business/management/management_timeline/content.html) -
McClelland's Theory of Needs
David McClelland developed the theory of needs focusing on three needs that explain motivation: Need for achievement, need for power, and need for affiliation. (http://www.mhhe.com/business/management/management_timeline/content.html) -
Equal Pay Act
Requires that men and women be paid equally if they are performing equal work. (Jones, 2014, p.373) -
Age Discrimination
Prohibits employment discrimination against workers over the age of 40 and restricts mandatory retirement. (Jones, 2014, p.373) -
Path-Goal Model
Developed by Robert House, path-goal theory uses the initiating structure and consideration variables from the Ohio State leadership research. According to path-goal theory, leaders exhibit four primary types of behavior: direct behavior, supportive behavior, participative behavior, and achievement behavior. (http://www.mhhe.com/business/management/management_timeline/content.html) -
Job Characteristics Model
J. Richard Hackman and Greg Oldham proposed five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback. These core job dimensions lead to various interrelationships which in turn lead to personal and work outcomes. (http://www.mhhe.com/business/management/management_timeline/content.html. -
Civil Rights Act
Prohibits discrimination and allows the awarding of punitive and compensatory damages, in addition, to back pay, in cases of intentional discrimination. (Jones, 2014, p.373) -
Consumer Orientation
Offered by companies that focuses on the internal and external needs customers. Establishes standards of customer satisfaction and strives to meet the needs and expectations related to the product or service. (Babin, 2013, p.10) -
SWOT Analysis
Developed by Robert House, path-goal theory uses the initiating structure and consideration variables from the Ohio State leadership research. According to path-goal theory, leaders exhibit four primary types of behavior: direct behavior, supportive behavior, participative behavior, and achievement behavior. (Lamb, 2013, p.22)
