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Management, 9/E: Powerpoint Presentation To Accompany
Management, 9/E: Powerpoint Presentation To Accompany
Management, 9/e
John R. Schermerhorn, Jr. Chapter 3: Management Historical Perspectives
Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc.
What can be learned from classical management thinking? What insights come from behavioral management approaches? What are the foundations of modern management thinking?
Study Question 2: What insights come from the behavioral management approaches?
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Study Question 2: What insights come from the behavioral management approaches?
Hawthorne studies
Initial study examined how economic incentives and physical conditions affected worker output. No consistent relationship found. Psychological factors influenced results.
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Study Question 2: What insights come from the behavioral management approaches?
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Study Question 2: What insights come from the behavioral management approaches?
Study Question 2: What insights come from the behavioral management approaches?
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Study Question 2: What insights come from the behavioral management approaches?
Progression principle
A need becomes a motivator once the preceding lower-level need is satisfied.
Study Question 2: What insights come from the behavioral management approaches?
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Study Question 2: What insights come from the behavioral management approaches?
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Study Question 2: What insights come from the behavioral management approaches?
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Systems thinking
System
Collection of interrelated parts that function together to achieve a common purpose.
Subsystem
A smaller component of a larger system.
Open systems
Organizations that interact with their environments in the continual process of transforming resource inputs into outputs.
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Contingency thinking
Tries to match managerial responses with problems and opportunities unique to different situations.
Especially individual or environmental differences.
No one best way to manage. Appropriate way to manage depends on the situation.
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Continuous improvement
Continual search for new ways to improve quality Something always can and should be improved on
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Learning organizations
Organizations that are able to continually learn and adapt to new circumstances. Core ingredients include:
Mental models Personal mastery Systems thinking Shared vision Team learning
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Copyright 2008 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.