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Adam Smith
During the Industrial revolution in England, Smith traveled around and studied the effects it had in the factories. Smith pointed out two manufacturing methods, first that each worker would do all the tasks, and the second was each worker would only be responsible for a few tasks. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
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management events
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F.W. Taylor and Scientific Management
The first person to recognize the relationship between people and the tasks was Frederick W. Taylor. Taylor advocated that each worker should do their own specific task and when they because better at the job, they should be rewarded for their work. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Gilbreths
Frank and Lillian Gilbreths were believers in Taylors scientific theory, they both added to this theory by staying each job should be broken down into its individual parts and analyzed to look for ways it could be done more efficiently. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Andrew Carnegie
Before Carnegie perfected steel making, steel in the United States was slow to make and very expensive. After Carnegie visited England and learned how to make steel more efficiently, it reduced costs and increased effectiveness of production. Carnegie was also the first to recognize the need for Administrative management theory. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Henry Gantt
Henry Gantt was the first person to come up with the idea that workers should be paid a bonus if they do a good job and met a deadline, and managers should receive a bonus for each worker who meets a deadline. Cite: McGraw/Hill. , & Irwin, 2013, Management history timeline. Retrieved from http://www.mhhe.com/business/management/management_timeline/content.html -
Henry Ford
Ford was one of the first people to put Job specialization and division of labor into practice in the United States. The use of the assembly line greatly reduced the time it took to build a car and each worker would only do one specific job. Ford also increased to pay for all his workers because of the increased production. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Administrative Theory
This theory implies to increase effectiveness of workers, a good organizational structure and control is needed. cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Principles of Management
In 1916, Henri Fayol indentified 14 principles that could help management maximize productivity and effectiveness of workers. Even today, these principles are still used as a bedrock of management. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Hawthorne Effect
Manager's behaviors and leadership affects workers ability to perform his or hers job. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Trait Theory
Traits found in people to decide whether they were manager material or not. Traits such as assertive, cooperative, energetic, and persistent were identified as being good traits for managers. Cite: McGraw/Hill. , & Irwin, 2013, Management history timeline. Retrieved from http://www.mhhe.com/business/management/management_timeline/content.html -
Mary Parker Follett
One of the first people to say that companies should be viewed on a group ethic rather than on individualism. She also felt managers should coordinate group efforts and they should view their employees as partners. Cite: McGraw/Hill. , & Irwin, 2013, Management history timeline. Retrieved from http://www.mhhe.com/business/management/management_timeline/content.html -
The "HP Way"
Founds of HP, Dave Packard and Bill Hewlett changed the way companies viewed their employees. They would go to great lengths not to lay people off and they encouraged all levels of hierarchy to be on a first name basis. They also encouraged all their managers to walk around the plants and talk to their workers Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Behavioral Theory
A theory that identifies two dimensions of a leaders behavior, initiating structure and consideration. Initiating structure is when a manager is likely to define his or hers role in the organization. Consideration refers to a managers trust and respect for their employees. Cite: McGraw/Hill. , & Irwin, 2013, Management history timeline. Retrieved from http://www.mhhe.com/business/management/management_timeline/content.html -
Reinforcement theory
Behavior is controlled through a series of motivators for good and bad behavior. positive reinforcement for when good behavior is observed, and negative reinforcement when bad behavior is observed. Cite: McGraw/Hill. , & Irwin, 2013, Management history timeline. Retrieved from http://www.mhhe.com/business/management/management_timeline/content.html -
Hierarchy of Needs
Abraham Maslow explored what motivates people beyond the basic will to survive. These include; safety and security, social needs, esteem, and self-actualization. Cite: Havard business review. (2012). Retrieved from http://hbr.org/2012/11/great-moments-in-management -
Quantitative approach
A technique that involves managers using quantitative techniques to help them in their decision-making. The use of models, statistics and computes are all examples of quantitative techniques managers use. Cite: McGraw/Hill. & Irwin, 2013, Management history timeline. Retrieved from http://www.mhhe.com/business/management/management_timeline/content.html -
Theory X and Y
Two ways to look at workers. Theory X is a set of assumptions that workers are lazy, dislikes work, and needs to be managed closely. Theory Y states when given the chance workers will do what is right for the organization. Cite: Meeker, S. E. (1982). THEORY Y: ANOTHER LOOK. Southern Review Of Public Administration, 5(4), 500-515. -
Open-system view
When inputs from an external source is taken in to produce goods. The external enviroment has affects the organiztion and the ways a manager can manage. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
Contingency Theory
An idea that an organization structure and control the manager chooses to use is depended on external characteristics. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., pp. 38-59). New York: McGraw/Hill Irwin. -
SWOT analisis
A usefull technique used to understand a companies strenghts, weeknesses, Opportunites, and threats. Cite: Swot analysis. (2014). Retrieved from http://www.mindtools.com/pages/article/newTMC -
Equal Pay Act
Requires that men and women are to be paid equally if they are doing the same job. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., p. 137). New York: McGraw/Hill Irwin. -
Civil Rights Act
Employers can no longer discriminate against race, religion, sex, color, and national origin. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., p. 137). New York: McGraw/Hill Irwin. -
Angency Theory
Michael Jensen and William Meckling idea that the managers and the stockholders ideas and interests should be the same. Cite: Havard business review. (2012). Retrieved from http://hbr.org/2012/11/great-moments-in-management -
Americans with Disabilities Act
Employers can not discriminate against disabled people and they must take every action to make accommadations for disabled workers. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., p. 137). New York: McGraw/Hill Irwin. -
Family and Medical Leave Act
All employers must give at least 12 weeks unpaid leave for medical and family reasons. Reasons include giving birth and a sick family member. Cite: Jones, G., & George, J. (2014). Contemporary management. (8th ed., p. 137). New York: McGraw/Hill Irwin.
