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The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. (Jones, 2014, p.39)
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The process in which a division of labor occurs as different workers specialize in different tasks over time. (Jones, 2014, p.39)
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The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness. (Jones, 2014, p.45)
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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)
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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)
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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)
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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)
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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)
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The finding that manager’s behavior or leadership approach can affect workers’ level of performance. (Jones, 2014, p.52)
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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)
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An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organization resources. (Jones, 2014, p.55)
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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)
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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)
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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)
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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)
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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)
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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)
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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)
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Requires that men and women be paid equally if they are performing equal work. (Jones, 2014, p.373)
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Prohibits employment discrimination against workers over the age of 40 and restricts mandatory retirement. (Jones, 2014, p.373)
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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)
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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.
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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)
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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)
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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)
