Lesson 1: Evolution of Theories of Management Flashcards
act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively.
Management
Defined by _____
“Management is a distinct process consisting of planning, organizing, actuating and controlling, performed to determine and accomplish stated
objectives by the use of human beings and
other resources.”
George R. Terry
Defined by _____
“To manage is to forecast and to plan, to organize, to command, to coordinate and to control”
Henry Fayol
Defined by _____
“Management is a multi-purpose
organ that manage business and manages
managers and manages workers and work.”
Peter Drucker
Define by ____
"”Management is the art of getting things done through and with people in formally organized groups.”
Mary Parker Follett
THREE TYPES OF MANAGEMENT THEORIES
- Classical Management Theory
- Behavioral Management Theory
- Modern Management Theory
The Industrial Revolution revolves around maximizing efficiency and production. Centralized leadership simplifies decision-making, and a meritocratic chain of commands provides order and oversight.
Classical Management Theory
Addresses the organization’s human and social elements
Behavioral Management Theory
Followed on the heels of World War II and combines mathematical principles with sociology to develop holistic approaches to management.
Modern Management Theory
____________ help organizations to focus, communicate, and evolve It allows leadership to
focus on their main goals. It automatically streamlines the top
priorities for the organization when
implemented. It also allows us to
better communicate with people we work with which in turn allows us to work more efficiently.
Management theories
The__________ led to a
shift from small-scale crafts
production to large-scale
mechanized manufacturing. This
change created new challenges for
managers, who needed to find ways
to improve efficiency and manage
social problems within their
organizations. Managers began to
focus on optimizing the worker-task
mix, which laid the foundation for
modern management techniques.
Industrial Revolution
The Industrial Revolution is at the __________from the late 1700s through the early 1900s, the industrial revolution brought extraordinary change to the workplace and forever transformed by the way companies operate.
It brought better and faster technology allowing companies to perform more efficiently than ever before and gave them the ability to dramatically increase demand which in turn required more employees.
It gave birth to a variety of management theories and concepts, many of which are still relevant and essential in today’s workforce.
Center of Management Theory
_____________developed and published his Scientific Management Theory in 1909. The father of scientific management, believed that
efficiency could be increased by studying and redesigning the work process. He developed four principles to achieve this
Frederick Winslow Taylor
Principles of what?
- workers perform their tasks, gather all the informal job knowledge that workers possess, and experiment with ways of improving the way tasks are performed.
-
Codify the new methods
of performing tasks into written rules and standard operating procedures.
3.Carefully select workers so that
they possess skills and abilities that match the needs of the task, and train them to perform the task according
to the established rules and procedures.
- Establish a fair or acceptable
level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level.
Frederick Winslow Taylor Scientific Management four principles
Believes that it is vital to find the most effective way to complete each and every task, no matter how small.
Tasks should be completed as efficiently as possible. Everyone should be assigned a particular job based on their skills and abilities and must be evaluated based on the quantity and quality of their work.
It is extremely important to monitor and train your employees on the tasks they are assigned to by ensuring your employees are efficient at their work. The output will be larger and of a higher quality.
SCIENTIFIC MANAGEMENT THEORY
The _______________refined Taylor’s
scientific management techniques by breaking down tasks into individual actions and analyzing them for efficiency. They studied how
workplace factors like lighting,
heating, and tool design contribute to fatigue and sought to improve these conditions. While scientific management led to increased efficiency and production, it also created repetitive and monotonous jobs, leading to worker dissatisfaction and resistance.
Gilbreths
The study of how to create an organizational structure that leads to high efficiency and effectiveness.
Administrative Management
ADMINISTRATIVE MANAGEMENT THEORY was Developed by __________ in the early 1900s and is considered to be highly relevant even today.
Henri Fayol
Fayol’s 14 Principles of Management
- Division of Labour
- Authority and Responsibility
- Unity of Command
- Line of Authority
- Centralization
- Unity of Direction
- Equity
- Order
- Initiative
- Discipline
- Remuneration of Personnel
- Stability of Tenure of Personnel
- Subordination of Individual Interests to the Common Interest
- Esprit de Corps
At the end of the 19th Century, Max Weber created the ____________.
bureaucratic management theory
_____________ developed the principles of bureaucracy to help Germany manage its growing industrial enterprises during the industrial revolution. These principles aimed to create an efficient and effective system of organization and administration
Max Weber
- A manager’s _________ derives from the position he or she holds in the organization.
- people should occupy positions because of their ________, not because of their social standing or personal contacts.
- The extent of each position’s
formal authority and task responsibilities, and its relationship to other positions in an organization, should be _________ - So that authority can be exercised
effectively in an organization, positions should be arranged ___________, so employees know whom to report to and who reports to them - Managers must create a well- defined system of rules, standard operating procedures, and norms so that they can___________ within an organization.
- formal authority
- performance
- clearly specified
- hierarchically
- effectively control behaviour
Principles of What?
- Clearly Specified system of task and role relationships
- System of written rules and standard operating procedures that specify how employees should behave
- Selection and evaluation system that rewards employees fairly and equitably.
- Clearly specified hierarchy of authority.
Weber’s principles of bureaucracy
__________________provide guidelines
for behavior in organizations. While they are formal written instructions, ________ are unwritten codes of conduct. Bureaucratic systems rely on these guidelines to improve efficiency and effectiveness. However, excessive reliance on rules and procedures can hinder decision-making, and flexibility
- Rules, standard operating procedures (SOPs), and norms
- norms
Effective managers use _________ to benefit their organizations, rather than letting them become obstacles.
bureaucratic principles
The study of how managers should behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.
Behavioural Management Theory
a pioneer in management theory, emphasized the human side of organizations. She believed that workers should participate in job analysis and decision-making, as they possess valuable knowledge about their tasks.
Mary Parker Follett
Centered around human interactions and relationships.
HUMAN RELATIONS MANAGEMENT THEORY
__________ believed that all early management theories only focused on how money affects employee performance. There were more factors that influenced how employees behaved and performed at work.
Elton Mayo
The ________ studies revealed that factors like leadership style and group dynamics significantly influence worker performance. This led to
the emergence of the human relations movement, which emphasizes the importance of understanding and managing employee behavior to
improve productivity. The studies also highlighted the informal
organization within workplaces, where unwritten rules and norms can impact performance and potentially hinder organizational goals.
Hawthorne
The finding that a manager’s behaviour or leadership approach can affect workers’ level of performance.
Hawthorne Effect
The study of the factors that have an impact on how individuals and groups respond to and act in organizations.
Organizational Behaviour
Advocates of the idea that supervisors be behaviourally trained to manage subordinates in ways that elicit their cooperation and increase their productivity.
Human Relations Movement
The system of behavioural rules and norms that emerge in a group.
Informal Organization
