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Chapter 2: The History of Management
MGMT9
Chapter 2: The History of Management
Pedagogy Map
This chapter begins with the learning outcome summaries and terms covered in the chapter, followed by a
set of lesson plans for the instructor to use to deliver the content in Chapter 2.
What Would You Do? Case Frederick Taylor’s original research is made more accessible
Assignment by casting college students with summer jobs at the steel
mill, in the role of the workers Taylor used in his pig iron
studies.
Management Team Decision As a management team, students must decide how to resolve
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Develop Your Career Potential Students begin scanning the press to get a sense of where
management is going.
Reel to Real Video Assignment: Barcelona Restaurant Group strives to provide a unique
Management Workplace dining experience by hiring a staff that has the freedom to
impress customers.
Supplemental Resources
4LTR Press supplements and online assets include PowerPoint Lectures, Test Banks, Executive Profiles,
What Would You Do Cases, Management Workplace Videos, Key Exhibits, and Self-Assessment
Activities. Within the exposition (narrative), students will experience interactive problems that include
matching and fill-in-the-blank problems. Also, they will encounter the second half of the WWYD Case
and the Self-Assessment content.
Learning Outcomes
Management jobs and careers didn’t exist 125 years ago, so management was not yet a field of study.
Examples of management thought and practice can be found throughout history. Examples of
management thought and practice can be found throughout history. For example, the earliest recorded
instance of information management dates to ancient Sumer (modern Iraq), circa 8000–3000 BCE.
During the Industrial Revolution (1750–1900), however, jobs and organizations changed dramatically.6
First, unskilled laborers running machines began to replace high-paid, skilled artisans. Second, instead of
being performed in fields, homes, or small shops, jobs occurred in large, formal organizations where
hundreds, if not thousands, of people worked under one roof.
Scientific management involved thorough study and testing of different work methods to identify the best,
most efficient way to complete a job. According to Frederick W. Taylor, the father of scientific
management, emphasized that the goal of scientific management was to use systematic study to find the
“one best way” of doing each task. To do that, managers had to follow four principles. The first principle
was to “develop a science” for each element of work. Second, managers had to scientifically select, train,
teach, and develop workers to help them reach their full potential. The third principle instructs managers
to cooperate with employees to ensure that the scientific principles are implemented. Fourth, divide the
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
Chapter 2: The History of Management
work and the responsibility equally between management and workers. Above all, Taylor believed these
principles could be used to determine a “fair day’s work,” that is, what an average worker could produce
at a reasonable pace, day in and day out.
Frank and Lillian Gilbreth are best known for their use of motion studies to simplify work. As a result of
his experience with bricklaying, Gilbreth and his wife, Lillian, developed a long-term interest in using
motion study to simplify work, improve productivity, and reduce the level of effort required to safely
perform a job. Motion study broke each task or job into separate motions and then eliminated those that
were unnecessary or repetitive. Because many motions were completed very quickly, the Gilbreths used
motion-picture films, then a relatively new technology, to analyze jobs. Taylor developed time study to
put an end to soldiering and to determine what could be considered a fair day’s work. Time study worked
by timing how long it took a “first-class man” to complete each part of his job. Henry Gantt is best known
for the Gantt chart, which visually indicates what tasks must be completed at which in order to complete a
project.
Today, one associates the term bureaucracy with inefficiency and red tape. When German sociologist
Max Weber first proposed the idea of bureaucratic organizations, however, these problems were
associated with monarchies and patriarchies rather than bureaucracies. According to Weber, bureaucracy
is “the exercise of control on the basis of knowledge.” People in a bureaucracy would lead by virtue of
their rational-legal authority. Bureaucracies are characterized by seven elements: qualification-based
hiring; merit-based promotion; chain of command; division of labor; impartial application of rules and
procedures; recording in writing; and separating managers from owners.
The Frenchman Henri Fayol’s ideas were shaped by his experience as a managing director. He is best
known for developing five functions of managers (planning, organizing, coordinating, commanding, and
controlling) and fourteen principles of management (division of work, authority and responsibility,
discipline, unity of command, unity of direction, subordination of individual interests to the general
interests, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel,
initiative, and esprit de corps).
Mary Parker Follett believed that the best way to deal with conflict was not domination, where one side
wins and the other loses, or compromise, where each side gives up some of what it wants, but integration.
Elton Mayo is best known for his role in the Hawthorne Studies at the Western Electric Company. In the
first stage of the Hawthorne Studies, the increased attention from management and the development of a
cohesive work group led to significantly higher levels of job satisfaction and productivity. The next
stage of the Hawthorne Studies was con- ducted in the Bank Wiring Room. While productivity increased
in the Relay Test Assembly Room no matter what the researchers did, productivity dropped in the Bank
Wiring Room. The Hawthorne Studies demonstrated that the workplace was more complex than
previously thought, that workers were not just extensions of machines, and that financial incentives
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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It was some moments before Polly could speak, then the words came in
gasps.
"What?"
"Yes; yes, she's dead; and the moon is shining on 'em both."
Gwen appalled at the news, opened the door and looked in. But what she saw
was so wonderful and beautiful that all horror subsided. Rachel was kneeling
by the bed on which Luke lay, her cheek resting on his dead hand and a smile
of rapture on her face. The moonlight was streaming into the room from the
open window on to the faces of husband and wife. Once more they were
together in its pathway as they had been on that evening on the sea at
Southwold, but now they were unconscious of it, as they were together in the
city that has no need of the sun neither the moon to shine in it, for the glory of
God did lighten it and the Lamb is the Light thereof.
When the villagers heard that Rachel had died of heart failure on the same
day as her husband they mourned and wept. So young, they said, to die! Two
valuable lives given for the sake of a poor sick baby of a drunken woman!
What a waste of life!
But the Bishop, who came to preach the funeral sermon, said, "It was one of
the most beautiful things of which he had ever heard, and he felt that instead
of mourning and weeping, there should be flowers and singing. Two happy
saints treading together the streets of gold! No long parting! No farewells! The
Rector," he told the people, "could hardly have had time to reach the gates of
Heaven before he was joined by his wife. What could be more joyful for them!"
"But," he added, and with evident emotion, "when we look at it from our own
point of view, we cannot help tears. Did not our blessed Lord weep at the
tomb of Lazarus? It is not wrong to weep; but in thinking of our loss, we must
not forget their gain; for they were lovely and pleasant in their lives and in their
death they were not divided!"
THE END.
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