© 2016 Cengage Learning. All Rights Reserved.

May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Studying management history helps your
conceptual skills
 Social forces – aspects of a culture that
guide and influence relationships among
people
 Political forces – influence of political and
legal institutions on people and
organizations
 Economic forces – the availability,
production, and distribution of resources

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
© 2016 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
 Emerged during the nineteenth and early
twentieth centuries
Rise of the factory system
Issues regarding structure, training, and
employee satisfaction
 Large, complex organizations required new
approaches to coordination and control

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
 Three subfields:
Scientific management
Bureaucratic organizations
Administrative principles

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
 Improve efficiency and labor productivity
through scientific methods
 Frederick Winslow Taylor proposed that
workers “could be retooled like machines”
 Management decisions would be based on
precise procedures based on study

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
 Henry Gantt developed the Gantt chart to
measure and plan work
 The Gilbreths pioneered time and motion
studies to promote efficiency

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
 Max Weber, a German theorist, introduced
the concepts
 Manage organizations on impersonal,
rational basis
 Organization depends on rules and records

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
 Managers use power instead of personality
to delegate

Although important productivity gains

come from this foundation, bureaucracy
has taken on a negative tone

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
 Focused on the entire organization
 Henri Fayol, a French mining engineer, was
a major contributor
 14 general principles of management;
many still used today:
Unity of command
Division of work
Unity of direction
Scalar chain

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
 Identified five functions of management:
Planning
Organizing
Commanding
Coordinating
Controlling

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
 Understand human behaviors, needs, and
attitudes in the workplace
 Mary Parker Follett and Chester Barnard
 Contrast to scientific management -
Importance of people rather than
engineering techniques

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
 Empowerment: facilitating instead of
controlling
 Recognition of the informal organization
 Introduced acceptance theory of authority

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
 Effective control comes from within the
employee
 Hawthorne studies were key contributor
 Human relations played key variable in
increasing performance
 Employees performed better when
managers treated them positively
 Strongly shaped management practice and
research
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
16
 From worker participation and considerate
leadership to managing work performance
 Combine motivation with job design
 Maslow and McGregor extended and
challenged current theories
Maslow’s Hierarchy
Theory X and Theory Y

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
17
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
18
 Scientific methods + sociology, psychology,
anthropology, economics to develop
theories about human behavior and
interaction in an organizational setting
 Organizational development – field that
uses behavioral sciences to improve
organization

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
19
 Other strategies based on behavioral
science:
Matrix organizations
Self-managed teams
Corporate culture
Management by wandering around

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
20
 Also referred to as management science
 Use of mathematics and statistics to aid
management decision making
Enhanced by development and perfection
of the computer
 Operations management focuses on the
physical production of goods and services

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21
 Information technology – focuses on
technology and software to aid managers
 Quants – financial managers who base their
decisions on complex quantitative analysis

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
22
 The ability to see the distinct elements of a
situation as well as the complexities
 System – set of interrelated parts that function
as a whole to achieve a common purpose
 Subsystems – are parts of the system that are
all interconnected
 Synergy – the whole is greater than the sum of
its parts
Managers must understand subsystem
interdependence and synergy
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
23
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
24
 Every situation is unique
 Managers must determine what method
will work
 Managers must identify key contingencies
for the current situation
 Organizational structure should depend
upon industry and other variables

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
25
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
26
Big data analysis
 Technologies, skills, and processes for
searching and examining massive, complex
sets of data
 Uncovers hidden patterns and correlations
Supply Chain Management
 Managing the sequence of suppliers and
purchasers
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
27
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
28
 The Bossless Workplace
 work from home
 accountability to the customers and team
 Employee Engagement
 emotional involvement in the job

 satisfaction with work conditions

 enthusiastic contribution to the team

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
29