• Fredrick Taylors studies

    Fredrick Taylors studies
    Frederick Taylor decides to time each and every worker at the Midvale Steel Company. His view of the future becomes highly accurate.The decisions of supervisors, based upon experience and intuition, were no longer important. Employees were not allowed to have ideas of responsibility Clark, D. (2004, november 09). A timeline of management. Retrieved from
  • Functions of the executive

    Functions of the executive
    Chester Bernard:
    one of the earliest mismanagement writers to adopt a system perspective. Wrote “Functions of the Executive” Described organization as co-operative systems that achieve great things by integrating the contributions of many individuals to achieve a common propose (Rime, 2010)
  • The Gilbreths

    The Gilbreths
    Gilbreth discovered his vocation when, as a young building contractor, he was looking for ways to make bricklaying faster and easier. His wife Lillian and him studied the work habits of manufacturing and employees in all sorts of industries to find ways to increase output and make their jobs easier.
    (Jones, 2013)
  • Henry Ford Changes hours

    Henry Ford Changes hours
    Henry Ford Changes to 8 hour work days allowing workers to become customers echel, W. (2011). Great moments in management. Unpublished raw data, Harvard, University of Harvard, Cambridge Massachusetts, Retrieved from
  • Henri Fayol

    Henri Fayol
    Does a study on how seperating functions and the importance for planning is efficient in the work place (Kiechel, 2011)
  • 80% of problems caused by 20% of operations

    80% of problems caused by 20% of operations
    Joseph Juran:
    Coined the term “Pareto Principle” aka the “80/20 rule"To give a name to his theory that 80% of the problems are caused by 20% of the operations.By focusing a the few vital operations first, a large number of the operational problems would be resolved.
    Wrote “the Quality Control Handbook” (Rime, 2010)
  • Tayolorism

    The Taylor Society publishes a revised and updated practitioner's manual
    His four basic rules in this book included:1.Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.2.Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.3.Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task"4.Divide work nearly equally between managers and worker(Clark,2004
  • Hawethorne Studies

    Hawethorne Studies
    The finding that a manager's behavior or leadership approach can affect workers level of performance Jones, G. (2013). Contemporary management. (8th ed., pp. 51-52). New York: Mcgraw-HIll.
  • Mayo

    Mayo contends that respect from management positions affect workers performance (Kiechel, 2011)
  • Theory Z

    Theory Z
    researcher in the field of business management. An American professor. Author of famous management book Theory Z. William Ouchi proposed 3 approaches to control in an organization's management:
    Market control
    Bureaucratic control
    Clan control Rime, T. (2010). History of management. Retrieved from of Management/
  • Leadership Management

    Leadership Management
    Drucker writes The Practice of Management and introduces the 5 basic roles of managers. He writes:
    The first question in discussing organization structure must be: What is our business and what should it be? Organization structure must be designed so as to make possible the attainment of objectives of the business for five, ten, fifteen years hence." (Clark, 2004)
  • Peter Druckers influence

    Peter Druckers influence
    Peter Drucker author of " Concent of Corporation", "The Parctice of Management" and " Managing for results" developed a more humanistic vocabulary for management. (Kiechel, 2011)
  • Hygene and Motivational Factors

    Hygene and Motivational Factors
    Frederick Herzberg developed a list of factors which are closely based on Maslow's Hierarchy of Needs, except it more closely related to work. Hygiene factors must be present in the job before motivators can be used to stimulate the workers. (Clark, 2004)
  • Douglas Mcgregor Theories

    Douglas Mcgregor Theories
    Theory x- The average worker is lazy, dislikes work, and avoids work Theory y- Workers are not lazy and will work to improve the company (Jones, 2013)
  • Contingency theory

    Contingency theory
    The idea that the organizational structures and control systems managers choose depends on characteristics of the external environment in which the organization operates (Jones, 2013)
  • Management grid

    Management grid
    Robert Blake and Jane Mouton develop a management model that conceptualizes management styles and relations. Their Grid uses two axis. "Concern for people" is plotted using the vertical axis and "Concern for task" is along the horizontal axis. The notion that just two dimensions can describe a managerial behavior has the attraction of simplicity. (Clark, 2004)
  • Performance technology

    Performance technology
    Tom Gilbert explains how accomplishments are the only way to define work performance. Accomplishments are the starting point in developing performance standards. (Clark, 2004)
  • Competitve Advantage

    Competitve Advantage
    Brings a new rigor to study for strategy Porter’s five forces have shaped a generation of academic research and business practice.
    1.threats of new enterants
    2.bargaing powers of buyers
    3. threats of substitutes or services
    4. bargaining powers of suppliers
    5. rivary among existing competitors (Kiechel, 2011)
  • Tom Peters in search for excellence

    Tom Peters in search for excellence
    Tom Peters:
    "father of branding"
    the most sought after and expensive management lecturers in the world.
    wrote the book "In Search of Excellence"
    The book is about how to be excellent in the field your in.
    (Rime, 2010)
  • Management pumps money into resources

    Management pumps money into resources
    In order to keep up with competition management positions pump money into resources in order to beat their competitors
  • Organizations as an organism

    Organizations as an organism
    Peter Senge says: A learning organization is any organization (e.g. school, business, government agency) that understands itself as a complex, organic system that has a vision and purpose. It uses feedback systems and alignment mechanisms to achieve its goals. It values teams and leadership throughout the ranks. He called for five disciplines:System Thinking,Personal Mastery Mental Models,Shared Vision,Team Learning (Clark, 2004)
  • Ethics

    On December 11, 1995 a fire burned most of Malden Mills to the ground and put 3,000 people out of work. Most of the 3,000 thought they were out of work permanently. CEO Aaron Feuerstein says, “This is not the end” — he spent millions keeping all 3,000 employees on the payroll with full benefits for 3 months until he could get another factory up and running. Why? He answers, “The fundamental difference is that I consider our workers an asset, not an expense.” (Clark, 2004)
  • BPM

    BPM uses a systematic approach in an attempt to continuously improve business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology.
    (Clark, 2004)
  • Customer Relationship Management

    Customer Relationship Management
    Early 2000's technology created a easy system to keep track of what customers wants and needs are in order to keep on file what customers are buying and keeping up with trends. (Jones, 2013)
  • Understanding Data

    Understanding Data
    Thomas Davenport explains how compaines can have competitve advantage by understanding data better than their competitors (Kiechel, 2011)