MGT 201 Compre Review FINAL

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MANAGEMENT 101
REVIEW
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Why are Managers
Important?
 Organizations need their Managerial
skills and abilities.
 They are critical to getting things done.
 Managers do matter to organizations.
SOURCES: (1) MANAGEMENT BY S. ROBBINS (2) MANAGEMENT BY DAFT

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Who is a Manager?
Someone who coordinates and

oversees the work of other people so
organizational goals can be
accomplished.

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Where do Managers Work?
 Organization
- deliberate arrangement of
people to accomplish some specific
purpose.

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What do Managers do?
 Management
- involves coordinating and
overseeing the work activities of
others so their activities are
completed efficiently and effectively.

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OUTLINE The Evolution
A. The Evolution of Mgt
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Management has been practiced a long
3. Bureaucratic Mgt
3. Behavioral time.
1. Behavioral Approach
2. Behavioral Science  Organized endeavors directed by people
3. Hawthorne Studies
4. Quantitative responsible for planning, organizing,
1. Operations Research leading, and controlling activities have
2. OM
3. MIS existed for thousands of years.
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
C. Managerial Roles by H. Mintzberg
D. Mgt Level and Skills by R. Katz & H. Fayol
E. Review/Quiz

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OUTLINE Pre-Classical
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  The Egyptian pyramids and the Great Wall
3. Bureaucratic Mgt
3. Behavioral of China
2. Behavioral Science
4. Quantitative
1. Operations Research
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Another example of early management
3. Bureaucratic Mgt
3. Behavioral can be found in the city of Venice, which
1. Behavioral Approach was a major economic and trade center in
3. Hawthorne Studies the 1400s.
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  In 1776, Adam Smith published The
3. Bureaucratic Mgt
3. Behavioral Wealth of Nations, in which he argued the
1. Behavioral Approach economic advantages that organizations
3. Hawthorne Studies and society would gain from the division
4. Quantitative of labor (or job specialization)—that is,
2. OM
breaking down jobs into narrow and
3. MIS repetitive tasks.
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Starting in the late eighteenth century
3. Bureaucratic Mgt
3. Behavioral when machine power was substituted for
1. Behavioral Approach human power, a point in history known as
3. Hawthorne Studies the industrial revolution, it became more
4. Quantitative economical to manufacture goods in
2. OM
factories rather than at home.
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Classical
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Although we’ve seen how management
3. Bureaucratic Mgt
3. Behavioral has been used in organized efforts since
1. Behavioral Approach early history, the formal study of
3. Hawthorne Studies management didn’t begin until early in the
4. Quantitative twentieth century. These first studies of
2. OM
management, often called the classical
3. MIS approach, emphasized rationality and
5. Contemporary making organizations and workers as
1. Systems Approach
2. Contingency efficient as possible.
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Classical
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt Father of scientific management
3. Bureaucratic Mgt
3. Behavioral
He advocated the following 4
2. Behavioral Science principles:
3. Hawthorne Studies 1. Development of a true
4. Quantitative science for each element of
an individual work
2. OM
2. Scientific selection of workers
3. MIS
5. Contemporary 3. Cooperation bet.
1. Systems Approach Management and staff
2. Contingency 4. Division of Labor bet. Mgt.
3. Emerging Views
and staff
B. Functions of Mgt
D. Mgt Level and Skills by R. Katz & H. Fayol Taylor also promoted the
E. Review/Quiz differential rate system and
pursued the “one best way to do
the job”

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OUTLINE Taylor’s Followers
1. Pre-Classical include:
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach Frank and Lilian Gilbreth
2. Contingency
3. Emerging Views  Created the Therbligs
B. Functions of Mgt  They are proponents of the early time
D. Mgt Level and Skills by R. Katz & H. Fayol and motion studies
E. Review/Quiz  Invented the microchronometer which
recorded a worker’s motion

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OUTLINE Taylor’s Followers
1. Pre-Classical include:
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
1. Operations Research Henry Gantt
2. OM
3. MIS  Popularized the manner of work in
5. Contemporary production which is now widely known as
1. Systems Approach the Gantt Chart
2. Contingency
3. Emerging Views  Proposed an incentive plan for both the
B. Functions of Mgt team members and team managers
D. Mgt Level and Skills by R. Katz & H. Fayol  Scientific management was concerned with
E. Review/Quiz
increasing productivity; Admin mgt., grew
out of the need to find guidelines for
managing complex organizations.
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OUTLINE Administrative
A. The Evolution of Mgt Henri Fayol
1. Pre-Classical
 Father of Administrative
2. Classical
1. Scientific Mgt Mgt.
2. Admin. Mgt  He advocated the following
3. Bureaucratic Mgt
principles
3. Behavioral
1. Behavioral Approach 1 Division of Labor
2. Behavioral Science 2 Authority of Command
3. Hawthorne Studies 3 Discipline
4. Quantitative
4 Subordination
2. OM 5 Centralization
3. MIS 6 Unity of Command
5. Contemporary 7 Unity of Direction
1. Systems Approach
2. Contingency 8 The heirarchy
3. Emerging Views 9 Remuneration
B. Functions of Mgt 10 Order
11 Stability of Staff
E. Review/Quiz 12 Initiative
13 Equity
14 Esprit de Corps

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OUTLINE Administrative
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt Chester Barnard-Main follower of Fayol
3. Bureaucratic Mgt
3. Behavioral
 He published the book “The Functions of the
1. Behavioral Approach Executive”
2. Behavioral Science  He advocated 3 universal principles inorder to
4. Quantitative operate:
2. OM
1. Communication
3. MIS
5. Contemporary 2. Willingness to serve
1. Systems Approach 3. Common Purpose
2. Contingency
3. Emerging Views
B. Functions of Mgt He also advocated the Acceptance theory of
C. Managerial Roles by H. Mintzberg authority or the zone of indifference which
E. Review/Quiz
suggests that authority exist if with acceptance by
subjects

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OUTLINE Bureaucratic
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
 This came about when German
3. Behavioral Sociologist Max Weber reassured that
2. Behavioral Science organizations require carefully
4. Quantitative
controlled organizations of its activities.
1. Operations Research  Characteristics of ideal bureaucracy
2. OM
3. MIS include :
5. Contemporary
1. Division of Labor
1. Systems Approach
2. Contingency 2. Well-defined Hierarchy
3. Emerging Views
B. Functions of Mgt 3. Impersonal relationships
C. Managerial Roles by H. Mintzberg 4. Detailed Rules and Regulations
E. Review/Quiz 5. Career Advancement based on merit

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  The behavioral school emerged partly
3. Bureaucratic Mgt
3. Behavioral because the classical approach did not
1. Behavioral Approach achieve sufficient production efficiency
3. Hawthorne Studies and workplace harmony.
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt Robert Owen
3. Bureaucratic Mgt
3. Behavioral
1. Behavioral Approach 1. He proposed the ideal workplace
4. Quantitative
2. He fought for the non-employment of
1. Operations Research children 14 years old and below
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Hugo Munsterberg
3. Bureaucratic Mgt
3. Behavioral  Father of industrial psychology
2. Behavioral Science  Pioneered psychological tests for
4. Quantitative employee selection
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Mary Parker Follet
3. Bureaucratic Mgt
3. Behavioral  Interested in employment and work issues
2. Behavioral Science  Promoted the principle of POWER WITH
4. Quantitative rather than POWER OVER
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Drew findings from the fields of
3. Bureaucratic Mgt
3. Behavioral psychology, sociology, anthropology and
1. Behavioral Approach economics
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Behavioral
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Hawthorne
1. Pre-Classical Studies
2. Classical
1. Scientific Mgt
2. Admin. Mgt  Study
3. Bureaucratic Mgt
conducted in 1924 at the
3. Behavioral Hawthorne plant of Western Electric
1. Behavioral Approach Company
3. Hawthorne Studies  The
4. Quantitative
assumption was that illumination will
1. Operations Research have an effect in the worker’s productivity
2. OM
3. MIS  Theteam of Roethlisbeger,Mayo and
5. Contemporary
1. Systems Approach
Dickson concluced that employees would
2. Contingency perform better if they believe that would
3. Emerging Views perform better if they believe that
B. Functions of Mgt
C. Managerial Roles by H. Mintzberg management gives special attention to
D. Mgt Level and Skills by R. Katz & H. Fayol them
E. Review/Quiz
 The
above is what is known as the
Hawthorne Effect
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OUTLINE Quantitative
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt The viewpoint gained popularity after two
3. Behavioral postwar phenomenon:
1. Development of high-speed
3. Hawthorne Studies computers
4. Quantitative 2. Robert McNamara’s implementation
2. OM of a mgt. science approach at Ford
3. MIS Motors.
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Quantitative
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt Operations Research
3. Bureaucratic Mgt
3. Behavioral Use of mathematical techniques in
analyzing and solving management
3. Hawthorne Studies problems
4. Quantitative
2. OM
3. MIS Operations Management
5. Contemporary Responsible for the production and
1. Systems Approach
2. Contingency delivery of an orgs. Products and services
3. Emerging Views
B. Functions of Mgt
D. Mgt Level and Skills by R. Katz & H. Fayol Management Information System (MIS)
E. Review/Quiz Computer-based information systems
used by management
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OUTLINE Contemporary
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt 1. Systems Approach
3. Bureaucratic Mgt  Based on the notion that
3. Behavioral
1. Behavioral Approach organizations can be viewed as a
2. Behavioral Science system
4. Quantitative
 A system set of interrelated parts
1. Operations Research working together as a whole
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt 2. Contingency Approach
3. Bureaucratic Mgt  Contradicts Taylor’s one best way to do
3. Behavioral
1. Behavioral Approach the job concept
2. Behavioral Science  This believes that in solving
4. Quantitative
management problems there is no single
1. Operations Research technique but it depends on the situation
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt 3. Emerging Views
3. Bureaucratic Mgt
3. Behavioral
 The era of dynamic engagement. This
forces management to think approaches
3. Hawthorne Studies in the face of constant, rapid change
4. Quantitative
1. Operations Research  There are 6 different themes:
2. OM
3. MIS New Organizational environment
5. Contemporary Inventing and Reinventing organizations
1. Systems Approach
2. Contingency Cultures and Multiculturalism
3. Emerging Views
B. Functions of Mgt Ethics and Social Responsibility
Globalization
E. Review/Quiz Quality

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OUTLINE Functions of
1. Pre-Classical Management
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE
1. Pre-Classical
Planning
2. Classical  A primary managerial activity that
1. Scientific Mgt
2. Admin. Mgt
involves:
3. Bureaucratic Mgt  Defining the organization’s goals
3. Behavioral  Establishing an overall strategy for
2. Behavioral Science achieving those goals
3. Hawthorne Studies  Developing plans for organizational
4. Quantitative
1. Operations Research work activities.
2. OM
3. MIS
5. Contemporary TYPES OF PLANNING
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt (PLANNING)
E. Review/Quiz

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OUTLINE Why do Managers
1. Pre-Classical plan?
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
 Purposes of Planning
3. Behavioral
 Provides direction
2. Behavioral Science  Reduces uncertainty
4. Quantitative  Minimizes waste and redundancy
2. OM  Sets the standards for controlling
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
E. Review/Quiz

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OUTLINE Goals vs. Plans
1. Pre-Classical
2. Classical
1. Scientific Mgt  Goals (objectives)
2. Admin. Mgt
3. Bureaucratic Mgt  Desired outcomes for individuals,
3. Behavioral
1. Behavioral Approach groups, or entire organizations
 Provide direction and evaluation
4. Quantitative performance criteria
2. OM
3. MIS
 Plans
5. Contemporary
1. Systems Approach
2. Contingency
 Documents that outline how goals
3. Emerging Views are to be accomplished
C. Managerial Roles by H. Mintzberg  Describe how resources are to be
D. Mgt Level and Skills by R. Katz & H. Fayol allocated and establish activity
E. Review/Quiz
schedules

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OUTLINE Well-Written Goals
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
D. Mgt Level and Skills by R. Katz & H.
Fayol
E. Review/Quiz

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OUTLINE What is Strategic
1. Pre-Classical
Management?
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
According to Richard Daft, Strategic
3. Behavioral Management is the set of decisions and
2. Behavioral Science actions used to formulate and implement
3. Hawthorne Studies strategies that will provide a competitively
4. Quantitative
1. Operations Research superior fit between the organization and its
2. OM environment so as to achieve organizational
3. MIS
5. Contemporary goals.
1. Systems Approach
2. Contingency
3. Emerging Views According to Fred David, Strategic
Management is the art and science of
D. Mgt Level and Skills by R. Katz & H. formulating, implementing and evaluating
Fayol
E. Review/Quiz cross-functional decisions that enable an
organization to achieve its objectives.
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OUTLINE Strategic Management
1. Pre-Classical
Process
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

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OUTLINE Types of Organizational
1. Pre-Classical
Strategies
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

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OUTLINE Corporate Strategies
A. The Evolution of Mgt Top management’s overall plan
1. Pre-Classical
2. Classical for the entire organization and
1. Scientific Mgt
2. Admin. Mgt its strategic business units
3. Bureaucratic Mgt
3. Behavioral
2. Behavioral Science Types of Corporate Strategies:
4. Quantitative Growth: expansion into new products and markets
1. Operations Research (Concentration, Vertical Integration, Horizontal
2. OM
3. MIS Integration, Diversification)
5. Contemporary
1. Systems Approach Stability: maintenance of the status quo
2. Contingency
3. Emerging Views Renewal: redirection of the firm into new markets
B. Functions of Mgt (PLANNING) (Retrenchment, Turn-around)
Fayol
E. Review/Quiz

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OUTLINE How are Corporate
1. Pre-Classical
Strategies Managed?
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

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OUTLINE Competitive Strategies
A. The Evolution of Mgt Strategy on how an organization will
1. Pre-Classical compete in its business(es).
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
Competitive Advantage- an organization’s distinctive
3. Behavioral competitive edge.
3. Hawthorne Studies QUALITY as a Competitive Advantage
4. Quantitative • Differentiates the firm from its competitors.
2. OM • Can create a sustainable competitive advantage.
3. MIS
5. Contemporary • Represents the company’s focus on quality
1. Systems Approach management to achieve continuous improvement
2. Contingency
3. Emerging Views and meet customers’ demand for quality.
Fayol
E. Review/Quiz

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OUTLINE Sustaining Competitive
1. Pre-Classical
Advantage
2. Classical (Porter’s Five Forces Model)
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

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OUTLINE
Functional Strategies
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt - strategies used by an organization’s
3. Bureaucratic Mgt
3. Behavioral various functional departments to
1. Behavioral Approach support the competitive strategy.
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

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OUTLINE
1. Pre-Classical
2. Classical
Organizing
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt - defined as arranging and structuring
3. Behavioral
work to accomplish organizational
2. Behavioral Science goals.
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt (ORGANIZING)
Fayol
E. Review/Quiz

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OUTLINE Organizational Structure
1. Pre-Classical
- formal arrangement of jobs within an
2. Classical organization.
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

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OUTLINE
Elements of
1. Pre-Classical
2. Classical
Organizational Design
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt 1. Work Specialization
3. Behavioral
1. Behavioral Approach 2. Departmentalization
4. Quantitative 3. Chain of Command
2. OM 4. Span of Control
3. MIS
5. Contemporary
1. Systems Approach
5. Centralization and Decentralization
2. Contingency
3. Emerging Views 6. Formalization
Fayol
E. Review/Quiz

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OUTLINE
Traditional
1. Pre-Classical
Organizational Designs
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

+ Contemporary
OUTLINE
Organizational Designs
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
Fayol
E. Review/Quiz

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OUTLINE LEADING CONCEPTS
1. Pre-Classical
2. Classical
1. Scientific Mgt 1. Organizational Behavior
2. Admin. Mgt  Attitudes and Job Performance
3. Bureaucratic Mgt
3. Behavioral
 Personality
1. Behavioral Approach  Perception
2. Behavioral Science  Learning
4. Quantitative
1. Operations Research 2. Communication
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt (LEADING)
E. Review/Quiz

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1. Pre-Classical 3. Motivation Theories
2. Classical • Maslow’s HONT
1. Scientific Mgt
2. Admin. Mgt • McGregor’s Theory X and Y
3. Bureaucratic Mgt • Herzberg’s Two-Factor Theory
3. Behavioral
• Three-Needs Theory (McClelland)
4. Quantitative
Contemporary Theories
1. Operations Research • Goal-Setting Theory
2. OM • Reinforcement Theory
3. MIS
5. Contemporary • Designing Motivating Jobs
1. Systems Approach • Equity Theory
2. Contingency
3. Emerging Views • Expectancy Theory
B. Functions of Mgt (LEADING)
E. Review/Quiz

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1. Pre-Classical 4. Early Leadership Theories
2. Classical • Leadership Trait Theories
1. Scientific Mgt
2. Admin. Mgt • Leadership Behavior Theories
3. Bureaucratic Mgt 5. Contingency Leadership Theories
3. Behavioral
1. Behavioral Approach • The Fiedler Model
2. Behavioral Science • Hersey and Blanchard’s
4. Quantitative Situational Leadership Theory
1. Operations Research • Path-Goal Model
2. OM
3. MIS 6. Contemporary Views
5. Contemporary • Leader-Member Exchange (LMX)
1. Systems Approach
2. Contingency
Theory
3. Emerging Views • Charismatic Visionary Leadership
B. Functions of Mgt (LEADING) • Team Leadership
E. Review/Quiz

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OUTLINE CONTROLLING
1. Pre-Classical the process of monitoring, comparing, and
2. Classical correcting work performance
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral Step 1. Measuring Actual Performance
Step 2. Comparing Actual Performance Against
3. Hawthorne Studies the Standard
4. Quantitative Step 3. Taking Managerial Action
2. OM
3. MIS What Is Organizational Performance?
5. Contemporary
1. Systems Approach
2. Contingency Tools for Measuring Org. Performance
3. Emerging Views Feedback, Financial Controls, Balanced
B. Functions of Mgt (CONTROLLING)
Scorecard, Info Controls, Benchmarking
E. Review/Quiz

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OUTLINE Managerial Roles
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE Mgt Skills & Level
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
3. Bureaucratic Mgt
3. Behavioral
4. Quantitative
2. OM
3. MIS
5. Contemporary
1. Systems Approach
2. Contingency
3. Emerging Views
B. Functions of Mgt
E. Review/Quiz

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OUTLINE SAMPLE Qs
1. Pre-Classical
2. Classical
1. Scientific Mgt
2. Admin. Mgt
1. Explain why studying management history is
3. Bureaucratic Mgt important.
3. Behavioral 2. What early evidence of management practice
1. Behavioral Approach can you describe?
3. Hawthorne Studies 3. Describe the important contributions made by
4. Quantitative the classical theorists.
1. Operations Research 4. What did the early advocates of OB contribute
2. OM
3. MIS
to our understanding of management?
5. Contemporary 5. Why were the Hawthorne Studies so critical to
1. Systems Approach management history?
2. Contingency 6. What kind of workplace would Henri Fayol
3. Emerging Views
B. Functions of Mgt create? How about Mary Parker Follett?
C. Managerial Roles by H. Mintzberg How about Frederick W. Taylor?
D. Mgt Level and Skills by R. Katz & H. Fayol 7. Explain what the quantitative approach has
E. Review/Quiz
contributed to the field of management.

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OUTLINE SAMPLE Qs
1. Pre-Classical
2. Classical
1. Scientific Mgt 8. Define the nature and purpose of planning.
2. Admin. Mgt 9. Planning takes a lot of effort. Why do you
3. Bureaucratic Mgt think people should engage in it?
3. Behavioral
10. Describe the role of competitive advantage
2. Behavioral Science and how Porter’s competitive strategies help
3. Hawthorne Studies an organization help an organization develop
4. Quantitative competitive advantage.
2. OM 11. Why is structure important? Why does an
3. MIS organization need a clear structure?
5. Contemporary 12. Describe each of the four early theories of
1. Systems Approach
2. Contingency
motivation.
3. Emerging Views 13. Why is control an essential managerial
B. Functions of Mgt function in all types of organizations?
E. Review/Quiz

MGT 201 Compre Review FINAL

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