Man sci

History of Management

By Ralm13
  • Industrialization

    Industrializaton was the cause to the development of management because once we began populating and consuming at a faster pace we needed to produce at a faster pace. That responsibility fell to the manager's of the early 1900's
  • Scientific Management

    Scientific Management
    F.W Taylor came up with thi sidea that if they studied the worker's and found and created the most efficient method to complete each task. Then select specialized worker's to meet the needs of each task that suits their skills, and lastly have a pay scale that rewards those who go above what is expected.(Mcgraw- Hill, 2014, pg 39-40)
  • Unions

    Union leaders opposed"Industrial unions that developed along with massproduction, urbanization, and waves of immigration,such as the International Workers of the World(IWW), which mobilized unskilled and immigrantworkers and promoted mass politics." (Burns, 2004, Pg. 813)
  • Administrative Management

    Administrative Management
    The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness. (Mcgraw- Hill, 2014, 45)
  • Andrew Carnegie

    Andrew Carnegie
    Using management techniques for efficiency, Carnegie built the first US steel mill using the Bessemer process. He made millions by creating a company that completed all the steel making process efficiently. (Mcgraw-Hill, 2014, 44)
  • Enclosure Movement

    Enclosure Movement
    "The eighteenth- century enclosure movement was therefore only the final completion of the process which turned the English peasant farmer into an agricultural labourer." (Pearson, 2009, pg 13)
  • Fordism

    Henry Ford created the conveyor belt which required extremely specialized workers, but it was monotonous. Ford doubled minimun=m wage and he wanted to control all of his resources, both material and human. He went to great depths to control them. ( Mcgraw- Hill, 2014, pg 41-42)
  • Frank and Lillian Gilbreth

    Frank and Lillian Gilbreth
    The Gilbreth' s studied time- and - motion. they were concerned with efficiency as far as every action necessary to complete a task. They wanted worker's to function faster and with less effort. They discovered what affects fatigue and made advances in management in that regard. ( Mcgraw-Hill, 2014, pg 42)
  • Henri Fayol

    Henri Fayol
    Identified 14 principles he believed essential including: 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 tenured personnel, Subordination of individual interests to the common interest, and Espirit de corps. (Mcgraw-Hill, 2014, 47)
  • Max Weber

    Max Weber
    Invented and developed principles of Bureaucracy designed to ensure efficiency through giving people elevated positions and authority based on performance. Manager's create rules and expectations so these standard operating procedures are understood and adhered to by all. (Mcgraw-Hill, 2014, 44-45)
  • Mary Parker Follett

    Mary Parker Follett
    " authority should go with knowledge, whether it is up the line or down" - Follett. ( Mcgraw- Hill, 2014, 51) She means if worker's have te relevant knowledge then worker's should control the process. Follett also pushed " cross-funcioning" (Mcgraw-Hill, 2014, 51) or working together across departments.
  • Behavioral Management

    Behavioral Management
    "The way managers should behave in order to motivate workers to perform at high levels and achieve organizational goals." (McGraw-Hill, 2014, 51).
  • The Hawthorne Effect

    The Hawthorne Effect
    " Worker's attitudes toward their managers affect the level of workers' performance. ( Mcgraw-Hill, 2014, 52).
    This led to the Human Relations Movement.
  • The Great Depression and WWII

    The Great Depression and WWII
    This time period the work force left for war and women inhabited the factories. Government had more control over the economy and Management evolution became an afterthought until later. This also had a long term effect on women's rights. ()
  • Management Science Theory

    Management Science Theory
    A contemporary approach to management that focuses on the use of quantitative techniques to help managers maximize use of resources to produce goods and services. (Mcgraw-Hill, 2014, 55).
  • Theory X

    Theory X
    Theory X reflects an underlying belief that management must counteract an inherent human tendency to avoid work”. Theory X is the style that predominated in business after the mechanistic system of scientific management had swept everything before it in the first few decades of the 20th century "(Hindle, 2008).
  • Theory Y

    Theory Y
    Theory Y—the integration of goals—emphasizes the average person’s intrinsic interest in his work, his desire to be self-directing and to seek responsibility, and his capacity to be creative in solving business problems.(Morse, 1970)
  • Organizational Management Theory

    Organizational Management Theory
    "The set of forces and conditions that operate beyond the organizations boundaries but affect a managers ability to aquire and utilize resources." (Mcgraw-Hill, 2014, 56)
  • Peter Drucker

    Peter Drucker
    Drucker taught generations of managers the importance of picking the best people, of focusing on opportunities and not problems, of getting on the same side of the desk as their customer, of the need to understand their competitive advantages and to continue to refine them (Ostdick, 2011).
  • Open Systems Theory

    Open Systems Theory
    " A system that takes in resources from its external environment and converts or transforms them into goods and services that are sent back to the environment and then bought by customers." ( Mcgraw-Hill, 2014, 56).
  • Contingency Theory

    Contingency Theory
    "There is no one best way to organize."
    The structures and control systems that managers choose are contigent on the characteristics of the external environment in which the organization operates. (Mcgraw-Hill, 2014, 57)
  • Organic Structure

    Organic Structure
    "Authority is decentralized to middle and first line managers to encourage them to take responsibility and act quickly to pusure acarce resources." (Mcgraw-Hill, 2014, 58).
  • Mechanistic Structure

    Mechanistic Structure
    Authority is centralized at the top of the managerial hierarchy and the vertical hierarchy is the main means to control subordinates.( Mcgraw- Hill, 2014, 58).
  • Technology

    Customers are courted and supply chains are managed via websites, social media, and email; marketing, manufacturing, and distribution processes are managed by sophisticated real-time information systems; colleagues working 12 time zones apart can see and hear each other as they work at their desks-or in airport lounges on opposite sides of the planet(The top 5..., 2011).
  • Globalization

    "The good side of globalization is all about the efficiencies and opportunities open markets create. Business can communicate efficiently and effectively with their partners, suppliers, and customers and manage better their supplies, inventories, and distribution network. Local producers can sell their products in distant markets with the same ease and speed as in their home country."(Mourdoukoutas, 2011).
  • Sustainability and Google

    Sustainability and Google
    For starters, at its “Googleplex” corporate headquarters, Google has installed 9,212 photovoltaic panels to supply 1.6 megawatts of electricity, or about 30% of the electricity required to operate the 20+ buildings on its campus at peak times. Google’s commitment to sustainability manifests from the values espoused by its co-founders. As well as allocating over $1 billion worth of Google shares to fund, the philanthropic arm of Google Inc. which focuses on environmental and global hea