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Ch. 2
Management FINAL
| Term | Definition |
|---|---|
| 4 Historical Approaches of Management | Scientific, Administrative, Human Relations, Systems |
| Scientific Management | use thorough study + testing to identify the best, most efficient way to do a job - Frederick W. Taylor, Frank + Lillian Gilbreth, Henry L. Gantt |
| Frederick W. Taylor | father of modern management; wrote a revolutionary book on management --> breaks are needed |
| Frank + Lillian Gilbreth | Cheaper by the dozen aka had 12 kids and were obsessed with reducing unnecessary actions Ex: brick masons |
| Henry L. Gantt | creator of Gantt Chart which is a planning and controlling tool |
| Administrative Management | people in charge should be chosen on their knowledge, experience, or expertise - Max Weber, Henri Fayol |
| Max Weber | german dude who wrote the seven principles of bureaucracies to get rid of nepotism |
| Henri Fayol | French CEO who said that how good your management is determines sucesss --> 4 functions are derived from his 14 principles |
| Human Relations | people matter --> people's motivation, effort, and performance at work are affected by their relationships w/ coworkers - Elton Mayo, Mary Parker Follet, Chester Barnard |
| Elton Mayo | Conducted the Hawthorne Studies; proved productivity was strongly affected by worker's attitudes and social relationships |
| Mary Parker Follet | Mother of modern management who taught about leadership |
| Chester Barnard | known for ideas on cooperation and acceptance of authority |
| Systems | organizations are systems made up of component parts that all rely on and affect each other in achieving a purpose |
| 3 Parts of Systems | organizational learning, chaos theory, complex adaptive systems |
| Organizational Learning | learn as a living organism that can sense changes in the environment and adapt |
| Chaos Theory | small change in an initial condition will result in large unpredictable consequences --> butterfly effect |
| Complex Adaptive Systems | collection of networked individuals who move in and out of their interactions |
| Competing Values Approach | - Human Relations = Cohesion - Systems = Innovation - Administrative = Control - Scientific = Productivity |
| 3 Important Conclusions for Management | 1. history of management is still very relevant today 2. called the competing values framework these are in tension and compete 3. managers job to deal w/ that tension |
| Management by Best Seller | - any one book doesn't include all the evidence - gurus = charlatans and fake - potenial problems --> selective inclusion for anecdotal evidence and can encourage "do it because I said so" and "one size fits all" |
| Solution to Problems by Best Seller Books | read widely, read critically, try, fail, experiment, and learn through experience |
| Earliest Management Idea | ancient Sumerians circa 8000 - 3000 BCE had written record keeping (controlling) all 4 functions of management were as early as the Xenophon who viewed management as separate art in 400 BCE |
| Taylor's 4 Principles | 1. Develop a science for each element of a man's work, which replaces the odd rule of thumb method 2. Scientifically select, train, teach, and develop workers 3. Cooperate w/ employees 4. Divide work + responsibility equally |
| Weber's 7 Elements | 1. Qualification Based Hiring 2. Merit Based Promotion 3. Chain of Command 4. Division of Labor 5. Impartial Application of Rules + Writing 6. Recorded in Writing 7. Managers Separate from Owners |
Created by:
Zetiris
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