CHAPTER 2 LECTURE NOTES
Slides 1 – 6 Explain how management thinking is historically dependent on
environmental factors—legal, political, social, technological. Managerial thinking does
not switch from one way of thinking to another; it is an evolution. Many factors learned
100 years ago are still applied today, but they have been altered by time and application.
The chart on slide 6 provides a time map of dominant thinking and research.
1. Classical perspectives and theorists in the history of management—three branches pp.
36-41, Slides 7-12
CLASSICAL THEORY AND PERSPECTIVES
Job simplification and standardization—narrow jobs
Scientific
Frederick Taylor, Father of
Scientific Management
Standard Methods
Worker selection and training
to qualify for the job
Wage incentives
Work structured and planned
Bureaucratic
Administrative
Principles
Max Weber
Henri Fayol--14
Weberian Bureaucracy
principles
Hierarchy
Unity of command
Division of labor
Division of work
Documentation
Scalar chain
Rules and procedures
Esprit de corps
Ownership and management Also, the functions
Separate
of management
Henry Gantt—Gantt charts
Frank and Lillian Gilbreth
Motion studies
Other Classical School noted contributors:
Mary Parker Follett
And
Chester Barnard
2. HUMANISTIC THEORY AND PERSPECTIVES in the history of management
pp. 41-46, Slides 13-17
Recognition of the importance of the human will and motivation—higher-level
needs
Motivation theorists such as Abraham Maslow and Douglas McGregor
Hawthorne studies—Elton Mayo—A critical change in managerial thinking
Three schools—Human Relations, Human Resources, and Behavioral Science
3. MANAGEMENT SCIENCE THEORY AND PERSPECTIVES
Operations research, POM (Productions Operations Management, and IT pp. 4652, Slide 18
Quantitative approaches to problem solving and management
Examples: production planning and scheduling—MRP (Materials Requirements
Programs and Planning), inventory management, worker scheduling
Queuing theory, linear programming
Information technologies commencing with the historic Hollerith Code (U.S.
Census Bureau) and the 80-column card
Statistical process control and other quality management techniques
4. RECENT TRENDS IN MANAGERIAL THINKING—Modern
School/Contemporary Management Focus pp. 47-52, Slides 19-25
Open systems Theory
Contingency and Situational management and leadership
TQM (several quality management programs)
The Learning Organization
The Technologically driven workplace, including e-business and commerce
It is important to remember that although each of the five eras of management is
distinctive, the history of management is an evolution. Classical thinking did not stop,
nor did humanistic focus; instead, thinking was augmented by new research. The
importance of contingency and situational thinking is that all historic approaches may be
appropriate in certain situations. Management science is used in addition to other
methods of problem solving. Understanding the variables of different situations is the
management and leadership skill recognized today as being important. Judgment is the
critical factor and may be replacing the need for rules, regulations, and procedures in
some situations.
5. The Open Systems Theory/Concepts pp. 47
The following model is another version of the model in the textbook. It
emphasizes the importance of “outcomes” by separating them from “outputs.” Also,
workers are an element of “Resource Conversion,” rather than “inputs.” The pool of
potential employees from which employees are selected are “inputs.” Neither model is
the correct or incorrect display of the concepts, rather it is two different ways of viewing
organizations, departments, and jobs within a complex environment. An organization’s
need to interact with the environment is why the system is considered to be “open.”
Resource Conversion
Inputs
People
Equipment
(capital
goods)
Procedures
Outputs
Outcomes
Work
Feedback
Open Systems Theory
Meeting Specifications 100% time with outputs and meeting or exceeding
customers’ expectations constitutes quality and effectiveness. Achieving this at
the lowest cost (least resources) is efficiency.
Productivity= effectiveness + efficiency