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F.W. Taylor difined the techniques of scientific management, which is the study of relationships between people and tasks for the purpose of redisinging the work process to increase efficency. (Jones, Pg. 39) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Peter Drucker who is currently 96 years fo age. is a prolific author who has written 36 books. He is viewed as the most influential and wide-ranging management thinker of the 20th century. A Brief History of Management. (2003, October 1). CNNMoney. Retrieved October 24, 2013, from http://money.cnn.com/magazines/fsb/fsb_a
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Henry Foed's Talented team pioneered the development of the moving conveyer belt, which changed the manufacturing process forever. (Jones, Pg. 41) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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In 1914 Henry Ford doubled his employees wages and shortened their workday to eight hours. This gave his employees the opportunity to become consumers. Timeline: Great Moments in Management. (n.d.). Harvard Business Review. Retrieved October 24, 2013, from http://hbr.org/2012/11/great-moments-in-management
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Formal system of organization and administration desgned to ensure efficency and effectiveness. (Jones, Pg. 45) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Dupont developed the first muitidivisional structure to help cope with it's diversified business. Timeline: Great Moments in Management. (n.d.). Harvard Business Review. Retrieved October 24, 2013, from
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Fayol was the CEO of Comambault mining. During this time Fayol identified14 principles that he believed were essential to increase efficiency of the management process. (Jones, Pg. 47) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Taylorism is a method of production efficency. It breaks jobs into small manageable tasks minimizing required job skills. (Jones, Pg. 39) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Elton Mayo came to the realization after his research that group dynamics and respect from management affect worker performance. Timeline: Great Moments in Management. (n.d.). Harvard Business Review. Retrieved October 24, 2013, from
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Series of studies conducted from 1924-1932 at the Hawthorne Works of the Western Electric Company. was an investigation on how characteristics of the work environmant affect worker fatigue and preformance. (Jones, Pg. 51) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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An arrangement of five basic needs that according, to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time. (Jones, Pg. 412) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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The idea that if each country specializes in the production of the goods and services that it can produce most efficiently, this will make the best use of global resources. (Jones, Pg. 181) ones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Tom Burns, G.M Stalker in britian and, Paul Lawrence, and Jat Lorsch developed the idea that the organizational structures and control systems managers choose depend on characteristics of the external environment in which the organization operates. (Jones, Pg. 57) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Requires that men and women be paid equally if they are performing equal work. (Jones, Pg. 137) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Prohibits discrimination in employment decisions on the basis of race, religion, sex, color, or national origin; covering a wide range of employment decisions, including hiring, firing, pay, promotion, and conditions. (Jones, Pg. 137) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Studies after world war II revealed how assumptions about workers attitudes and behavior affect managers behavior.
Theory X assumption that worker;s are naturally lazy
Theory Y assumption that employees are not lazy, but are willing to work hard for their organization. (Jones, Pg. 54) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin. -
Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement. (Jones Pg. 137) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Stanford University's Albert Humphrey led a research team in the 1960's-1970's, which led to the findings we now know as SWOT analysis
Strengths Weakness Opportunity Threats
(Jones, Pg. 236) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin. -
The boston Consulting Group produced this relationship between market share and market growth. Timeline: Great Moments in Management. (n.d.). Harvard Business Review. Retrieved October 24, 2013, from
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Henry Mintzberg followed and observed managers during their daily day by day activities by doing so he identified 10 different job roles, or job responsibilities. (Jones, Pg. 13) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Prohibits discrimation against women in employment decisions on the basis of pregnancy, childbirth, and related medical decisions. (Jones, Pg. 137) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Technique developed by Motorola to improve quality by systematically improving how value chain activities are performed, and then using stastical methods to measure them.
(Jones, Pg. 276) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin. -
Prohibits discrimination against disabled individuals in employment decisions and requires that employers make accomadations for disabled workers to enable them to perform their jobs. (Jones, Pg. 137) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Peter Senge believed these five principles if put into action within any organization, would create a learning organization. (Jones, Pg. 213) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Prohibits discrimination (as does title VII) and allows for the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination. (Jones, Pg. 137) ones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Requires that employers provide 12 weeks of unpaid leave for medical and family reasons, including paternity and illness of a family member. (Jones, Pg. 137) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
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Set of Broad rules Deming created as a guideline for organizations to improve the quality of their business and products as well. (Jones, Pg. 587) Jones, G. R., & George, J. M. (2014). Contemporary management (8th ed.). New York, NY: McGraw-Hill/Irwin.
