This document provides an overview of management theories from ancient times to modern approaches. It discusses:
1. The early practice of management in ancient civilizations like the Sumerians, Egyptians, and Romans.
2. Contributors to early management thought like Robert Owen, Charles Babbage, and Adam Smith who focused on improving working conditions and introducing concepts like the division of labor.
3. The development of modern management theories including classical, behavioral, and quantitative approaches. It examines theorists like Taylor, Fayol, Weber, and Elton Mayo and the findings of studies like the Hawthorne experiments.
Management involves achieving organizational goals efficiently and effectively. The key functions of management include planning, organizing, staffing, coordinating, and controlling. Historically, management evolved from a hereditary role to a professional function in response to large industrial organizations emerging during the Industrial Revolution. Scientific management approaches focused on defining the most efficient ways for workers to perform jobs.
The document summarizes early management theories and perspectives from antiquity to modern times. It discusses:
1. Management practices in ancient civilizations like Sumerians, Egyptians, Chinese, Greeks, Romans, etc.
2. Early management pioneers like Adam Smith, Robert Owen, and Charles Babbage who contributed to division of labor and efficiency.
3. Classical management theories like scientific management by Taylor focusing on efficiency, and administrative management by Fayol outlining management functions and principles.
4. Behavioral management perspectives emerging from Hawthorne Studies showing the importance of human relations and social factors in work performance.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on scientific management, general administrative theory, quantitative approaches, organizational behavior studies including the Hawthorne experiments, systems theory, contingency approaches, and current trends in areas like globalization, ethics, and knowledge management. The outline is intended to guide the reader in understanding the important individuals, concepts, and implications within the field of management studies.
This document outlines the key topics and concepts to be covered in a chapter on the history and evolution of management theories. It provides a learning outline that covers: early management practices; scientific management contributions of Taylor and the Gilbreths; Fayol's 14 principles and Weber's bureaucracy; the quantitative approach; organizational behavior and the Hawthorne Studies; the systems approach; the contingency approach; and current trends like globalization, ethics, and workforce diversity. The chapter will examine how these historical theories and approaches to management are still used by managers today.
This document provides an overview of different management perspectives throughout history including: classical (scientific management and administrative management), behavioral (Hawthorne studies and Maslow's hierarchy), quantitative (management science and operations management), and contemporary (systems and contingency). It summarizes key contributors to each perspective such as Taylor's scientific management principles and Fayol's 14 principles of administration.
The document discusses the evolution of management approaches over time from traditional to modern views. It begins with the traditional viewpoint including bureaucratic management advocated by Max Weber which uses strict rules and hierarchies. Next it discusses scientific management proposed by Frederick Taylor which aims to increase efficiency through time motion studies. Then it covers administrative management from Henri Fayol which focuses on the basic managerial functions. It moves to the behavioral viewpoint emerging in the 1930s which emphasized the human aspects and social needs of workers based on studies like the Hawthorne experiments. Later came the systems viewpoint which sees organizations as systems transforming inputs to outputs. Finally, the contingency viewpoint recognizes there is no one best way and the approach depends on various internal and external factors.
Scientific Management theory and its relavance.ppsxBhim Joshi
- Frederick Taylor was a pioneer of scientific management in the late 19th/early 20th century who sought to improve industrial efficiency.
- His principles involved scientifically studying tasks to develop the most efficient processes, rigorously training workers, and separating planning/management from task completion.
- While this increased production, it treated workers mechanistically and reduced autonomy, sparking criticism around exploiting labor.
- Other classical theorists like Fayol and Weber also aimed to enhance managerial control but considered only task functions of communication within organizations.
The document discusses the evolution of management theory from the Industrial Revolution to modern times. It covers early theories like Scientific Management from Taylor and Fayol's Administrative Management principles. Later, the Human Relations movement studied how workplace conditions impact productivity. Current trends integrate concepts from various historical approaches and emphasize areas like diversity, ethics, knowledge management, and quality. Modern managers apply ideas from the behavioral sciences alongside quantitative and systems-oriented methods to address today's complex business environment.
Management involves achieving organizational goals efficiently and effectively. The key functions of management include planning, organizing, staffing, coordinating, and controlling. Historically, management evolved from a hereditary role to a professional function in response to large industrial organizations emerging during the Industrial Revolution. Scientific management approaches focused on defining the most efficient ways for workers to perform jobs.
The document summarizes early management theories and perspectives from antiquity to modern times. It discusses:
1. Management practices in ancient civilizations like Sumerians, Egyptians, Chinese, Greeks, Romans, etc.
2. Early management pioneers like Adam Smith, Robert Owen, and Charles Babbage who contributed to division of labor and efficiency.
3. Classical management theories like scientific management by Taylor focusing on efficiency, and administrative management by Fayol outlining management functions and principles.
4. Behavioral management perspectives emerging from Hawthorne Studies showing the importance of human relations and social factors in work performance.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on scientific management, general administrative theory, quantitative approaches, organizational behavior studies including the Hawthorne experiments, systems theory, contingency approaches, and current trends in areas like globalization, ethics, and knowledge management. The outline is intended to guide the reader in understanding the important individuals, concepts, and implications within the field of management studies.
This document outlines the key topics and concepts to be covered in a chapter on the history and evolution of management theories. It provides a learning outline that covers: early management practices; scientific management contributions of Taylor and the Gilbreths; Fayol's 14 principles and Weber's bureaucracy; the quantitative approach; organizational behavior and the Hawthorne Studies; the systems approach; the contingency approach; and current trends like globalization, ethics, and workforce diversity. The chapter will examine how these historical theories and approaches to management are still used by managers today.
This document provides an overview of different management perspectives throughout history including: classical (scientific management and administrative management), behavioral (Hawthorne studies and Maslow's hierarchy), quantitative (management science and operations management), and contemporary (systems and contingency). It summarizes key contributors to each perspective such as Taylor's scientific management principles and Fayol's 14 principles of administration.
The document discusses the evolution of management approaches over time from traditional to modern views. It begins with the traditional viewpoint including bureaucratic management advocated by Max Weber which uses strict rules and hierarchies. Next it discusses scientific management proposed by Frederick Taylor which aims to increase efficiency through time motion studies. Then it covers administrative management from Henri Fayol which focuses on the basic managerial functions. It moves to the behavioral viewpoint emerging in the 1930s which emphasized the human aspects and social needs of workers based on studies like the Hawthorne experiments. Later came the systems viewpoint which sees organizations as systems transforming inputs to outputs. Finally, the contingency viewpoint recognizes there is no one best way and the approach depends on various internal and external factors.
Scientific Management theory and its relavance.ppsxBhim Joshi
- Frederick Taylor was a pioneer of scientific management in the late 19th/early 20th century who sought to improve industrial efficiency.
- His principles involved scientifically studying tasks to develop the most efficient processes, rigorously training workers, and separating planning/management from task completion.
- While this increased production, it treated workers mechanistically and reduced autonomy, sparking criticism around exploiting labor.
- Other classical theorists like Fayol and Weber also aimed to enhance managerial control but considered only task functions of communication within organizations.
The document discusses the evolution of management theory from the Industrial Revolution to modern times. It covers early theories like Scientific Management from Taylor and Fayol's Administrative Management principles. Later, the Human Relations movement studied how workplace conditions impact productivity. Current trends integrate concepts from various historical approaches and emphasize areas like diversity, ethics, knowledge management, and quality. Modern managers apply ideas from the behavioral sciences alongside quantitative and systems-oriented methods to address today's complex business environment.
Here are some key points to consider when planning:
Characteristics of Good Planning:
- Be Specific and Realistic
- Consider Alternatives and Contingencies
- Coordinate Plans with other Functions and Departments
- Review and Revise Plans Periodically
Industrial Management: Meaning, Definition, Objective, Need, Scope, Evolution and developments.
Productivity: Definition of productivity, Measurement of productivity, factors affecting the productivity, productivity improvement programs.
Fundamentals of Organizational Behaviour.pptxnarendraslidesh
Organizational behavior is the study of how human behavior impacts organizational performance. It examines how individuals, groups, and structures affect behavior within organizations. The field draws from psychology, sociology, communication, and management. Key contributors include Frederick Taylor with scientific management, Elton Mayo with the Hawthorne Studies, and theorists who developed models like the autocratic, custodial, supportive, and collegial models of management. Understanding organizational behavior can help improve areas like innovation, customer service, and responding to change.
The document outlines the historical development of management theories from early practices like those seen in ancient Egypt and China, to modern approaches. It discusses scientific management developed by Taylor which emphasized standardized work methods. Henri Fayol established 14 principles of general administrative theory while Weber advocated for rational-legal authority. Quantitative approaches apply optimization models. The Hawthorne Studies highlighted the influence of social factors on worker behavior. Systems theory views organizations as open systems. Contingency theory states there is no universal set of management rules. Current trends examined include globalization, ethics, diversity, e-business, knowledge management and quality.
The document outlines the historical development of management theories from early practices like those seen in ancient Egypt and China, to modern approaches. It discusses scientific management developed by Taylor which emphasized standardized work methods. Henri Fayol established 14 principles of general administrative theory while Weber advocated for rational-legal authority. Quantitative approaches apply models and statistics to improve decision making. Organizational behavior emerged from the Hawthorne Studies which showed social factors strongly influence work. The systems approach views organizations as open systems interacting with their environment. Contingency theory states there is no universal set of management rules and the approach must fit the situation. Current trends discussed include globalization, ethics, diversity, e-business, knowledge management and quality.
Management yesterday and today robbins ch2 -Robbins9 ppt02karizad
The document outlines the historical development of management theories from early practices like those seen in ancient Egypt and China, to modern approaches. It discusses scientific management developed by Taylor which emphasized standardized work methods. Henri Fayol established 14 principles of general administrative theory while Weber advocated for rational-legal authority. Quantitative approaches apply models and statistics to improve decision making. Organizational behavior emerged from the Hawthorne Studies which showed social factors strongly influence work. The systems approach views organizations as open systems interacting with their environment. Contingency theory states there is no universal set of management rules and the approach must fit the situation. Current trends discussed include globalization, ethics, diversity, e-business, knowledge management and quality.
This document outlines learning objectives and content for an introduction to management course. It discusses key definitions of management, the characteristics and significance of management, the five managerial functions of planning, organizing, staffing, leading, and controlling. It describes the three levels of management and 10 managerial roles. Important managerial skills like conceptual, human, and technical skills are also defined. The document concludes by examining how management and the workplace are changing in the digital era with trends like empowered employees, flatter structures, and virtual work.
Management has existed since ancient times but became a scientific discipline in the 19th century. Early management examples include large projects by ancient Romans, Egyptians, and Chinese that required planning, organizing people, and coordination. In the 18th century, Adam Smith described specialization and division of labor as drivers of efficiency. The Industrial Revolution led to new large factories needing managers to train workers operating machines. Scientific management theory was developed in the early 20th century focusing on efficiency. Henri Fayol identified five management functions and 14 principles. Max Weber studied authority structures and relationships. Elton Mayo showed productivity increases with employee empowerment. Total quality management uses quantitative techniques. Modern management considers external environmental factors and internal influences.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
The document summarizes the history of management approaches from early examples to contemporary themes. It discusses:
1) Early management examples and Adam Smith's contributions to the division of labor concept during the Industrial Revolution.
2) Classical approaches including scientific management pioneered by Taylor and the Gilbreths, as well as Weber's bureaucratic organization model.
3) Behavioral approaches such as the Hawthorne studies, Maslow's hierarchy of needs, McGregor's Theory X and Y, and Argyris' theory of adult personality.
4) Quantitative approaches applying mathematical techniques to improve managerial decision making.
5) Contemporary systems thinking and contingency approaches.
6) 21st century
Principi del Management - Evoluzione Teorie del ManagementManager.it
This document provides an overview of the evolution of management theory from the late 19th century to modern times. It summarizes key developments including: Frederick Taylor's scientific management principles which aimed to optimize workflows; Henri Fayol's 14 principles of management including division of labor and unity of command; Douglas McGregor's Theory X and Theory Y of worker motivation; and consideration of organizational environments and the need for flexibility. The document traces the progression of management from a focus on efficiency to consideration of both efficiency and effectiveness.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on historical approaches like scientific management, administrative theory, and quantitative management. It also summarizes modern developments like organizational behavior studies, systems theory, contingency theory, and current issues managers face regarding topics like diversity, ethics and technology. The document aims to guide the reader through the important people, concepts, and trends involved in understanding the field of management.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on historical approaches like scientific management, administrative theory, and quantitative management. It also summarizes modern developments like organizational behavior studies, systems theory, contingency theory, and current issues managers face regarding topics like diversity, ethics and technology. The document aims to guide the reader through the important people, concepts, and trends involved in understanding the field of management.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
This document provides an overview of management principles and theories from classical to modern approaches. It discusses classical thinkers like Taylor, Fayol, and Weber and their contributions to scientific management, administrative theory, and bureaucratic management. It also summarizes human relations movement thinkers like Mayo and Maslow's hierarchy of needs theory. Key modern approaches covered include systems theory, contingency theory, and management science. The five main functions of management - planning, organizing, staffing, directing, and controlling - are also outlined.
Chapter two perspectives in management completeRam Kumar
The document discusses the evolution of early management theories from antiquity to modern times, including classical approaches like scientific management pioneered by Frederick Taylor which emphasized standardization, time studies, and incentives to increase efficiency. It also examines behavioral and quantitative perspectives and integrative frameworks incorporating different situational factors. The theories aimed to enhance organizational performance through principles of planning, organizing, controlling and motivating workers.
Websites1. American Society for Quality (n.d). Pareto chart. R.docxmelbruce90096
Websites
1. American Society for Quality (n.d). Pareto chart. Retrieved from http://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.html
2. American Society for Quality (n.d). Six sigma. Retrieved from http://asq.org/sixsigma/
Discussions
To participate in the following discussions, go to this week's Discussion link in the left navigation.
1. Process Selection: Product Design and Capacity
How is process selection related to product design and capacity determination? Your initial post should be 200-250 words.
Guided Response:
Respond to at least two of your classmates’ posts in a substantive manner. Include examples, applications, and/or relationships between product and process design. Provide suggestions and alternatives to your classmates.
2. Monique Food Processing Company and Capacity
Read Problem 6: The “Monique Food Processing Company” in Chapter 8 of your text.
Monique Food Processing Company produces light snacks that can be heated in a microwave. The following steps are included in the process:
Steps
Description
Capacity (Units/Hour)
1
Prepare food
200
2
Measure and place in plastic pouch
175
3
Prepare cardboard box
200
4
Insert pouch into box
300
5
Shrink-wrap box
200
201
A .What is the system capacity, and which is the bottleneck department?
B How much slack (unused capacity) is available in other departments?
C How much system capacity can be gained by adding capacity to the bottleneck?
D What are the key factors that determine when to add capacity?
E Why would an organization want to reduce its capacity?
Make and include calculations. Answer questions a - e. Your initial post should be 200-250 words
Theories of management originated in the early 1900s. They have influenced how we view management today. Write a short essay (minimum 500-600 words) that explores one of the early theories of management and addresses the following questions in the Discussion Area. Be sure to incorporate your weekly readings and cite your sources using proper APA guidelines (including in-text citations and references). Respond with meaningful feedback that adds value to the discussion to two classmates before the end of the week.
1. Describe the early theory.
2. Compare the differences between the theory you have chosen and at least one current approach/theory of management. In your comparison, include a minimum of two similarities and two differences.
3. Explain the impact technology and innovation have on the role of a manager.
4. Develop a plan for your approach to management that includes the skills and attributes a manager must possess. In this plan, explain how you would implement each function of management in your role as a manager.
Notes from the class.
The practice of management can be traced to 3000 b.c., to the first government organizations developed by the Sumerians and Egyptians, but the formal study of management is relatively recent.12 The early stud.
Frederick Taylor's scientific management theory focused on optimizing work tasks for higher efficiency through time studies and establishing performance standards. Henri Fayol emphasized organizing work and developing principles like division of labor, authority and responsibility. Behavioral management theorists like Douglas McGregor proposed that workers are not inherently lazy and that managers should allow freedom and initiative. Modern management theories include systems theory, which views organizations as open systems interacting with their environment, and Maslow's hierarchy of needs theory on motivating workers.
This document provides an outline for a chapter on the history and evolution of management theories. It discusses early forms of management in ancient civilizations and during the Industrial Revolution. Major historical approaches are then summarized, including scientific management, general administrative theory, and the quantitative approach. Later sections cover organizational behavior, systems theory, contingency theory, and current issues in management such as globalization, ethics, and knowledge management. The overall document provides a comprehensive overview of the development of management as a field of study.
Existing System study reveals that all the booking was done manually on registers, which was very tedious and error prone job. Searching and report generation was also not possible in the existing system. Also the work of Institute was manually maintained. There was register or file system in the Institute.
Present mode of working is based on manual system in which the all the information is first received and than entered in the register. It is very difficult job and time consuming also. Moreover, the existing system is also dependent on employees, if the employees are absent; it leads to problem and affects the business performance.
This document discusses the organizing function of management. It begins by outlining the key concepts readers should understand, including organizational structure, design, and charts. It then defines organizing as arranging resources to achieve goals. The organizing process involves identifying tasks, grouping activities, assigning work, and coordinating relationships. There are two types of organization: formal, which is planned based on delegated authority, and informal, which is unplanned and based on social relationships. Elements of organizing include division of work, departmentalization, delegation of authority, centralization vs decentralization, authority relationships, and span of management. The document provides details on each of these concepts.
The document discusses the staffing function in management. It defines staffing as filling positions in an organization through the right human resources. The key activities of staffing include manpower planning, recruitment, selection, placement, training, and performance appraisal. Staffing ensures the organization has the right people in the right jobs to achieve its objectives efficiently. It is an important continuous function that benefits the organization through competent employees, optimal resource use, and high performance and morale.
More Related Content
Similar to Ch 2 Emergence and Development of Management Thought
Here are some key points to consider when planning:
Characteristics of Good Planning:
- Be Specific and Realistic
- Consider Alternatives and Contingencies
- Coordinate Plans with other Functions and Departments
- Review and Revise Plans Periodically
Industrial Management: Meaning, Definition, Objective, Need, Scope, Evolution and developments.
Productivity: Definition of productivity, Measurement of productivity, factors affecting the productivity, productivity improvement programs.
Fundamentals of Organizational Behaviour.pptxnarendraslidesh
Organizational behavior is the study of how human behavior impacts organizational performance. It examines how individuals, groups, and structures affect behavior within organizations. The field draws from psychology, sociology, communication, and management. Key contributors include Frederick Taylor with scientific management, Elton Mayo with the Hawthorne Studies, and theorists who developed models like the autocratic, custodial, supportive, and collegial models of management. Understanding organizational behavior can help improve areas like innovation, customer service, and responding to change.
The document outlines the historical development of management theories from early practices like those seen in ancient Egypt and China, to modern approaches. It discusses scientific management developed by Taylor which emphasized standardized work methods. Henri Fayol established 14 principles of general administrative theory while Weber advocated for rational-legal authority. Quantitative approaches apply optimization models. The Hawthorne Studies highlighted the influence of social factors on worker behavior. Systems theory views organizations as open systems. Contingency theory states there is no universal set of management rules. Current trends examined include globalization, ethics, diversity, e-business, knowledge management and quality.
The document outlines the historical development of management theories from early practices like those seen in ancient Egypt and China, to modern approaches. It discusses scientific management developed by Taylor which emphasized standardized work methods. Henri Fayol established 14 principles of general administrative theory while Weber advocated for rational-legal authority. Quantitative approaches apply models and statistics to improve decision making. Organizational behavior emerged from the Hawthorne Studies which showed social factors strongly influence work. The systems approach views organizations as open systems interacting with their environment. Contingency theory states there is no universal set of management rules and the approach must fit the situation. Current trends discussed include globalization, ethics, diversity, e-business, knowledge management and quality.
Management yesterday and today robbins ch2 -Robbins9 ppt02karizad
The document outlines the historical development of management theories from early practices like those seen in ancient Egypt and China, to modern approaches. It discusses scientific management developed by Taylor which emphasized standardized work methods. Henri Fayol established 14 principles of general administrative theory while Weber advocated for rational-legal authority. Quantitative approaches apply models and statistics to improve decision making. Organizational behavior emerged from the Hawthorne Studies which showed social factors strongly influence work. The systems approach views organizations as open systems interacting with their environment. Contingency theory states there is no universal set of management rules and the approach must fit the situation. Current trends discussed include globalization, ethics, diversity, e-business, knowledge management and quality.
This document outlines learning objectives and content for an introduction to management course. It discusses key definitions of management, the characteristics and significance of management, the five managerial functions of planning, organizing, staffing, leading, and controlling. It describes the three levels of management and 10 managerial roles. Important managerial skills like conceptual, human, and technical skills are also defined. The document concludes by examining how management and the workplace are changing in the digital era with trends like empowered employees, flatter structures, and virtual work.
Management has existed since ancient times but became a scientific discipline in the 19th century. Early management examples include large projects by ancient Romans, Egyptians, and Chinese that required planning, organizing people, and coordination. In the 18th century, Adam Smith described specialization and division of labor as drivers of efficiency. The Industrial Revolution led to new large factories needing managers to train workers operating machines. Scientific management theory was developed in the early 20th century focusing on efficiency. Henri Fayol identified five management functions and 14 principles. Max Weber studied authority structures and relationships. Elton Mayo showed productivity increases with employee empowerment. Total quality management uses quantitative techniques. Modern management considers external environmental factors and internal influences.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
The document summarizes the history of management approaches from early examples to contemporary themes. It discusses:
1) Early management examples and Adam Smith's contributions to the division of labor concept during the Industrial Revolution.
2) Classical approaches including scientific management pioneered by Taylor and the Gilbreths, as well as Weber's bureaucratic organization model.
3) Behavioral approaches such as the Hawthorne studies, Maslow's hierarchy of needs, McGregor's Theory X and Y, and Argyris' theory of adult personality.
4) Quantitative approaches applying mathematical techniques to improve managerial decision making.
5) Contemporary systems thinking and contingency approaches.
6) 21st century
Principi del Management - Evoluzione Teorie del ManagementManager.it
This document provides an overview of the evolution of management theory from the late 19th century to modern times. It summarizes key developments including: Frederick Taylor's scientific management principles which aimed to optimize workflows; Henri Fayol's 14 principles of management including division of labor and unity of command; Douglas McGregor's Theory X and Theory Y of worker motivation; and consideration of organizational environments and the need for flexibility. The document traces the progression of management from a focus on efficiency to consideration of both efficiency and effectiveness.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on historical approaches like scientific management, administrative theory, and quantitative management. It also summarizes modern developments like organizational behavior studies, systems theory, contingency theory, and current issues managers face regarding topics like diversity, ethics and technology. The document aims to guide the reader through the important people, concepts, and trends involved in understanding the field of management.
This document outlines the key topics and concepts covered in a chapter on the history and evolution of management theories. It provides learning objectives on historical approaches like scientific management, administrative theory, and quantitative management. It also summarizes modern developments like organizational behavior studies, systems theory, contingency theory, and current issues managers face regarding topics like diversity, ethics and technology. The document aims to guide the reader through the important people, concepts, and trends involved in understanding the field of management.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
This document provides an overview of management principles and theories from classical to modern approaches. It discusses classical thinkers like Taylor, Fayol, and Weber and their contributions to scientific management, administrative theory, and bureaucratic management. It also summarizes human relations movement thinkers like Mayo and Maslow's hierarchy of needs theory. Key modern approaches covered include systems theory, contingency theory, and management science. The five main functions of management - planning, organizing, staffing, directing, and controlling - are also outlined.
Chapter two perspectives in management completeRam Kumar
The document discusses the evolution of early management theories from antiquity to modern times, including classical approaches like scientific management pioneered by Frederick Taylor which emphasized standardization, time studies, and incentives to increase efficiency. It also examines behavioral and quantitative perspectives and integrative frameworks incorporating different situational factors. The theories aimed to enhance organizational performance through principles of planning, organizing, controlling and motivating workers.
Websites1. American Society for Quality (n.d). Pareto chart. R.docxmelbruce90096
Websites
1. American Society for Quality (n.d). Pareto chart. Retrieved from http://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.html
2. American Society for Quality (n.d). Six sigma. Retrieved from http://asq.org/sixsigma/
Discussions
To participate in the following discussions, go to this week's Discussion link in the left navigation.
1. Process Selection: Product Design and Capacity
How is process selection related to product design and capacity determination? Your initial post should be 200-250 words.
Guided Response:
Respond to at least two of your classmates’ posts in a substantive manner. Include examples, applications, and/or relationships between product and process design. Provide suggestions and alternatives to your classmates.
2. Monique Food Processing Company and Capacity
Read Problem 6: The “Monique Food Processing Company” in Chapter 8 of your text.
Monique Food Processing Company produces light snacks that can be heated in a microwave. The following steps are included in the process:
Steps
Description
Capacity (Units/Hour)
1
Prepare food
200
2
Measure and place in plastic pouch
175
3
Prepare cardboard box
200
4
Insert pouch into box
300
5
Shrink-wrap box
200
201
A .What is the system capacity, and which is the bottleneck department?
B How much slack (unused capacity) is available in other departments?
C How much system capacity can be gained by adding capacity to the bottleneck?
D What are the key factors that determine when to add capacity?
E Why would an organization want to reduce its capacity?
Make and include calculations. Answer questions a - e. Your initial post should be 200-250 words
Theories of management originated in the early 1900s. They have influenced how we view management today. Write a short essay (minimum 500-600 words) that explores one of the early theories of management and addresses the following questions in the Discussion Area. Be sure to incorporate your weekly readings and cite your sources using proper APA guidelines (including in-text citations and references). Respond with meaningful feedback that adds value to the discussion to two classmates before the end of the week.
1. Describe the early theory.
2. Compare the differences between the theory you have chosen and at least one current approach/theory of management. In your comparison, include a minimum of two similarities and two differences.
3. Explain the impact technology and innovation have on the role of a manager.
4. Develop a plan for your approach to management that includes the skills and attributes a manager must possess. In this plan, explain how you would implement each function of management in your role as a manager.
Notes from the class.
The practice of management can be traced to 3000 b.c., to the first government organizations developed by the Sumerians and Egyptians, but the formal study of management is relatively recent.12 The early stud.
Frederick Taylor's scientific management theory focused on optimizing work tasks for higher efficiency through time studies and establishing performance standards. Henri Fayol emphasized organizing work and developing principles like division of labor, authority and responsibility. Behavioral management theorists like Douglas McGregor proposed that workers are not inherently lazy and that managers should allow freedom and initiative. Modern management theories include systems theory, which views organizations as open systems interacting with their environment, and Maslow's hierarchy of needs theory on motivating workers.
This document provides an outline for a chapter on the history and evolution of management theories. It discusses early forms of management in ancient civilizations and during the Industrial Revolution. Major historical approaches are then summarized, including scientific management, general administrative theory, and the quantitative approach. Later sections cover organizational behavior, systems theory, contingency theory, and current issues in management such as globalization, ethics, and knowledge management. The overall document provides a comprehensive overview of the development of management as a field of study.
Existing System study reveals that all the booking was done manually on registers, which was very tedious and error prone job. Searching and report generation was also not possible in the existing system. Also the work of Institute was manually maintained. There was register or file system in the Institute.
Present mode of working is based on manual system in which the all the information is first received and than entered in the register. It is very difficult job and time consuming also. Moreover, the existing system is also dependent on employees, if the employees are absent; it leads to problem and affects the business performance.
Similar to Ch 2 Emergence and Development of Management Thought (20)
This document discusses the organizing function of management. It begins by outlining the key concepts readers should understand, including organizational structure, design, and charts. It then defines organizing as arranging resources to achieve goals. The organizing process involves identifying tasks, grouping activities, assigning work, and coordinating relationships. There are two types of organization: formal, which is planned based on delegated authority, and informal, which is unplanned and based on social relationships. Elements of organizing include division of work, departmentalization, delegation of authority, centralization vs decentralization, authority relationships, and span of management. The document provides details on each of these concepts.
The document discusses the staffing function in management. It defines staffing as filling positions in an organization through the right human resources. The key activities of staffing include manpower planning, recruitment, selection, placement, training, and performance appraisal. Staffing ensures the organization has the right people in the right jobs to achieve its objectives efficiently. It is an important continuous function that benefits the organization through competent employees, optimal resource use, and high performance and morale.
Sustainable Architecture - Case Study.pptxKaleKale9
The document summarizes two case studies of sustainable buildings:
1) The California Academy of Sciences in San Francisco, which obtained LEED platinum certification. It has a 1.7 million square foot living green roof that provides natural cooling and collects rainwater. Solar panels and photovoltaic cells provide 5% of its energy needs.
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2. Major points from the past lesson
Types of management
Managerial functions
Roles of Managers
Management skills
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Dr. Bogale A.
3. LEARNING OBJECTIVES
• After studying this chapter, you should be able to:
1. Discuss why knowledge of the evolution of
management theories is important to managers
2. Explain the contributions of the following:
a. Classical schools of management thought
b. Behavioral school of management thought
c. Quantitative school of management thought
d. Systems school of management thought
e. Contingency school of management thought
f. Quality school of management thought
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4. Overview
How Traditional Organizations Work at ancient
time ?
• Management is as old as human civilization.
• The practice of management existed since the
beginning of organized human activity
- That is since the day when people first attempted
to accomplish goals by working together in a
group.
- Management thought has been shaped over a
period of centuries by three major factors;
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5. Cont’d
i. Social-
• refers to those aspects of a culture that guide and influence
relationship among people.
ii. Economical-
• pertain to the availability, production and distribution of
resources in a society.
iii. Political
• refers to the influence of legal and political institution on
people and organization.
• From the examples that show management was effectively
used in ancient time;
– The first government organization (Sumerians 3000BC)
– Egyptian Pyramid built around 2800 BC by 100000 men working for
over 20 years
– The Roman Empire (200 BC- 400 AD)
– Obelisk of Axum built around 2BC
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6. Early Management Pioneers (Contributors)
• Even though the management practice go back
several thousand years, development of
management as field of knowledge is recent.
• Management theories began to flourish since
1800 C; (it starts with the industrial revolution)
PRE-CLASICAL CONTRIBUTORS
1. Robert Owen (1771-1858)
• He was a British industrialist and owner-manager
of cotton mills in Scotland.
• At that time working and living conditions for
employees were very poor.
• Workers were treated as tools and machine.
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7. Cont…
• From the changes that he made
Reduced working hrs from 13 to 10 and
half day.
Set minimum hiring age 10 years.
Provided meal, housing, and shopping
facilities for employees.
Improved working condition in the factory
• For his contribution Robert Owen called
“father of modern personnel”.
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8. Cont’d…
2. Charles Babbage (1792-1871)
• He built the first practical mechanical
calculator and a prototype of modern
computers.
• Because of this he is called “The father of
modern computing”.
• Some of his contributions are discussed
as follows.
10/26/2022 Dr. Bogale A. 8
9. Cont’d…
• From the contributions of Babbage to
management;
The use of mathematics to efficiently use
facilities and materials.
Profit sharing system (bonus for suggestion and
part of wage that depends on the company
profit)
Division of labor (improve the skill of workers
and reduce training costs)
Importance of good relationship between
management and workers.
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10. Cont’d…
3. Adam Smith
• He contributed to the development of
management by writing about division of labor
in his book “The Wealth of Nation”.
Adam Smith (1776) developed the first theory of organizational
management
based on division of labor and
work specialization
• He indicated that specialization could increase efficiency by
- Minimizing the loss of time
- Increasing speed
- helping invention of machinery
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11. Development of Management Theories
1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010
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11
Classical Perspectives
Human Perspectives
Mgmt. science P.
System theory P
Contingency View
TQM
Learning
org.
TDWP
Scientific,
Bureaucratic and
Administrative
Dr. Bogale A.
12. A. Classical Management Theory
• The first study of management called the
classical approach.
• Classical management theory emerged during
the industrial revolution.
• The classical viewpoint is a perspective on
management that emphasize finding ways to
manage work and organizations more
efficiently.
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13. • It is made up of three different
approaches:
1. Scientific Management
2. Administrative Management (classical
organization theory) and
3. Bureaucratic Management.
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Cont’d…
14. 1. Scientific Management Theory
• Scientific management thoroughly studying and
testing different work methods to identify the
best, most efficient way to complete a job.
• This theory emphasize on the scientific study of
work methods in order to improve worker
efficiency.
• The major contributor of scientific management is
Fredric W. Taylor: father of scientific
management.
• Additional contributors:
- Frank and Lillian Gilbreth
- Henry Gantt
10/26/2022 Dr. Bogale A. 14
15. Frederick W.Taylor (1856-1915)
• Taylor is also known as “the father of scientific
management”
• Taylor was a foreman in Midvale steel company.
• He studied the companies problem and found out that;
Management had no clear concept of worker-
management responsibility.
No effective work standards were applied
No incentive was used to improve labor’s performance
Managerial decisions were made based on intuition,
rule of thumb.
High level of soldiering (delay in performance) fearing
turnoff and wrong pay system.
10/26/2022 Dr. Bogale A. 15
16. Cont’d…
• To solve the above mentioned problems
Taylor put as a solution
1. Timed each element of the work and
standardized how much each worker has to
produce given the required resource per day
or per month.
2. Introduced “piece rate pay system”
(differential rate system)
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17. Cont’d…
• From the studies, Taylor conducted
1. Time and Motion Study
- The objective of this study was to standardize
activities (to determine full days work)
The steps - divide the task in to motions
- eliminate unnecessary motion
- select the best way to do the job
- timing each motion (with out allowance
for delay)
- understand how many unit to produce
per day.
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18. 2. Uniform method for routine task
Objective: to adjust work with worker
- Intended to make uniform the conditions
under which the standards could be set and
met.
3. Functional Foremanship study
Objective: To scientifically select the best
worker for a given job based on his skill and
potential for learning.
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19. 4. Individual Incentive
Objective: to determine the appropriate wage
or salary
• This study helped him to find a solution for
the problem of soldiering.
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20. Cont…
• After conducting the above study he wrote a
book called “ principle of scientific
management”. The four principles included are
1. Study each element of work to determine the
“one best way” to do it
2. Scientifically select, train, teach, and develop
workers to reach their full potential
3. Cooperate with employees to ensure
implementation of the scientific principles
4. Divide the work and the responsibility equally
between management and workers.
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21. Weaknesses of scientific management
1. He misread the human element
He equated people with machine
He saw no other motivator other than money
He fail to understand the complex nature of
human behavior
2.It was relevant to solve only the problem of
lower level managers.
3.Its application was not smooth
10/26/2022 Dr. Bogale A. 21
22. Frank and Lilian Gilbreths
• Frank Gilbreth (father of motion study)
• Lilian Gilbreths (first lady of management)
• They are contemporaries of Taylor and part of the
original scientific management pioneers
• They work on the elimination of waste and the
discovery of ‘one best way’ of doing work.
• Identified 18 on the job motions and called them
therbligs.
• He decreases the movements from 18 to 5 at the
same time he decrease the production time by 2
and half.
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23. Henry L. Gantt
• Gantt is best known for the Gantt chart (a bar chart for
planning and controlling work).
• But he also made significant contributions to
management with respect to;
pay-for-performance plans and
the training and development of workers.
• Develop a system called ‘task and bonus wage
plan’.
• Workers who produced more received a daily
bonus, but those who didn’t simply received their
standard daily pay.
• Here no penalty for not meeting standards.
10/26/2022 Dr. Bogale A. 23
24. 2. administrative management (Classical organization ) theory
• This theory focused on the management of the entire organization unlike the
scientific management theory which focuses on production (shop level efficiency).
• Henri Fayol was the first to develop this theory.
• He is the one who identify ;
1. All activities that occur in the industry or business organizations could be divided
into six main groups.
• Technical (production, manufacturing);
• Commercial (buying, selling, exchange);
• Financial (obtaining and using capital);
• Security (protection of property and persons);
• Accounting (balance sheet, stocktaking, statistics, costing);
• Managerial (planning, organizing, commanding, coordinating, controlling).
2. Management as a separate field of study
3. General management principles
4. Basic functions of management
10/26/2022 Dr. Bogale A. 24
25. Fayol’s 14 principles of management
1. Division of labor : work must be subdivided to facilitate
specialization
2. Authority and responsibility : Authority creates
responsibility and, hence authority and responsibility
should go hand in hand;
3. Discipline: Clearly defined rules and procedures are
needed at all organizational levels to ensure order and
proper behavior.
4. Unity of command ----one employee from one boss
5. Unity of direction : all operations with the same objective
must have one manager and one plan;
6. Subordination of individual interest to the general
interest:Employees must put the organization’s interests
and goals before their own.
7. Centralization: Strike a balance depending on the
circumstances and employees involved.
10/26/2022 Dr. Bogale A. 25
26. Cont’d…
8. Remuneration of staff/personnel ---compensation should
benefit both parties
9. Scalar chain/chain of command---- a clear line of authority
or chain of command should extend from the highest to the
lowest level of an enterprise. So that clear flow of
information and communication will exist.
10. Order ---- there is a place for everything and everything in
its place. Proper scheduling of work and timetables to
complete work is important
11. Equity-Kind, fair, and just treatment for all will develop
devotion and loyalty.
12. Stability of tenure of personnel ---- low turnover
13. Initiative : workers should feel like an active part of the
organization
14. Esprit de corps : harmony and union help to build the
strength of an enterprise
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27. Contributions of classical organization
theory
• The position Fayol took in distinguishing
management as a discipline is worth studying
• The 14 basic management principles are
developed
• The five element of administration, which with
minor modification today are called functions
of management.
10/26/2022 Dr. Bogale A. 27
28. Limitations of classical organization theory
• Some of the principles are rigid.
Example
• Chain of command
• Unity of command
• The 14 principles are applicable in a relatively
stable and predictable environment hence
they have less applicability in the today’s
turbulent environment.
• The principles are too general for today's
complex organization.
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29. Discussion
1. What are the similarities and differences
between scientific and classical organization
theory?
10/26/2022 Dr. Bogale A. 29
30. 3. Bureaucratic theory
• Max Weber (1864–1920) introduces most of the
concepts in this theory.
• Taylor and Fayol: concerned for solving practical
managerial problems.
• Max Weber: concerned for the more fundamental issues
of how organizations are designed and structured.
• Bureaucracy comes from the French word bureaucratie.
• Since bureau means desk or office and cratie or cracy
means to rule, bureaucracy literally means to rule from a
desk or office.
• According to Weber, however, bureaucracy is “the
exercise of control on the basis of knowledge.
• A bureaucratic system of administration is based on six
principles.
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32. Benefits of bureaucracy
• Specialization
• Overlapping duties can easily be avoided
• Hiring and promotion are based on merits and
excellence
• Organization continues despite the manager
• Consistent employee behavior
• Involvement with personalities is avoided.
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33. Weakness of bureaucracy
• There is too much paper work and red tapes.
• Employees do not care about the organization
due to impersonality
• It inhibits initiative and growth of workers
• Resistance to new ideas and change
• Disregards the informal organization or the social
environment
• Over-rigidity / inflexibility
• Don’t easily adopt to change environment
• Top down communication
10/26/2022 Dr. Bogale A. 33
34. B. Behavioral management theory
• It is a study of observable and verifiable human
behavior in organizations by using scientific
methods.
• Abraham Maslow, Douglas Macgregor & Elton
Mayo were the well known contributors of this
theory.
• Of these, Elton Mayo was the most prominent
one.
• Focus on human dimensions of organization.
• Objective: to identify factors that affect
productivity of employees.
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35. Hawthorne study
• The study had four phases:
Phase one: Illumination experiment
To study the effect of illumination on out put
Finding: no strong relationship b/n output and
light
Phase two: the relay assembly test room experiment
To study the effect of physical change on
productivity
Finding: Productivity is not affected by physical
change.
Conditions such as rest breaks and workday
length, physical health, amount of sleep, and
diet have no effect on productivity
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36. Cont’d
Phase three: the massive interview program
To identify factors that affect employees
productivity.
Over 20,000 employees were involved
Finding: informal groups in an organization remained
significant factor that affected the workers
Phase four: the Bank wiring observation room study
To study the effect of piece work
incentives(economic incentives) on performance
The workers' actions were affected by factors like-
individuals with whom they were given job or to
whom they offered assistance.
Finding: incentives are less important in determining
out put.
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37. Findings of Hawthorne experiment
• Physical working condition did not affect
productivity
• There are other factors that affect productivity. thus
are social and psychological nature
• Informal groups were important in organizational
work environment.
• Leadership that can understand individual and
group behavior were necessary.
10/26/2022 Dr. Bogale A. 37
38. Contributions of Behavioral
management theory
Change the management thinking: managers
realize the importance of people and
workers as valuable resources.
Found out that the satisfaction of social and
psychological needs could result in more
performance of workers.
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39. Limitations of behavioral
management theory
• The complexity of individual behavior makes
the predication of that behavior difficult.
• There style was unethical as they used human
being as experimental units in laboratory.
10/26/2022 Dr. Bogale A. 39
40. 3. Modern Approach
This approach is the last approach and it consists:
A. The systems approach
B. The contingency approach
C. The management science approach
A. Systems Theory
• The systems theory approach is based on the notion
that organizations can be visualized as systems.
• A System is a set of interrelated parts that operate as
a whole to pursuit of common goals.
• The systems approach to management views
organizations and the environment as sets of
interrelated parts to be managed as a whole in order to
achieve a common goal.
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41. • According to the systems approach, organization
system has four major components.
a. Inputs- are the various human, financial, equipment
and informational resources required to produce goods
and services.
b. Transformation process - are the organization's
managerial and technological abilities that are applied
to convert inputs in to outputs.
c. Outputs - are the products, services and other
outcomes produced by the organization
d. Feedback- is information about results and
organizational status relative to the environment, it is a
key to system control.
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43. Characteristics of systems
• A system has several distinguishing features
– A system can be open or closed
– System has boundary
– System has subsystems
– Failure in one subsystem can be considered as
failure of the entire system
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44. • In organization context, by this theory,
organizational elements will be more productive
if they work together (synergy) rather than
working separately (or individually).
• According to system theory, Responsibility of
management is to keep a balanced relationship
between different parts of relationship and
make its organization have smooth relationship
with the environment.
10/26/2022 Dr. Bogale A. 44
45. B. Contingency theory
• In the mid-1960s, the contingency view of
management or situational approach emerged.
• This view emphasizes the fit between
organization processes and the characteristics of
the situation.
• The contingency approach assumes that
managerial behavior is dependent on a wide
variety of elements. Thus, it provides a
framework for integrating the knowledge of
management thought.
10/26/2022 Dr. Bogale A. 45
46. • According to contingency theory, since organization is
an open system, it interacts with several external
environment factors.
• Since these factors in environment changes rapidly, it
is not right to insist on only one way of managing an
organization.
• Therefore it rejected the idea of one best way of
managing. Instead, it supported situational
management style.
• Generally, it is more flexible, and needs
management to identify different techniques to be
applied in different circumstances, at different time.
10/26/2022 Dr. Bogale A. 46
47. C. Management Science
• It uses quantitative techniques to maximize
resources.
• Quantitative management: utilizes linear
programming, modeling, simulation systems
to solve managerial problems.
• Operations management: techniques to
analyze all aspects of the production system.
• Total Quality Management (TQM): focuses on
improving quality.
10/26/2022 Dr. Bogale A. 47
48. 4. The Learning Organization (LO)
LO can be defined as one in which everyone is
engaged in identifying and solving problems,
enabling the organization to continuously
experiment, change, and improve
The essential idea is problem solving, in contrast
to the traditional organization designed for
efficiency; in LO all employees look for
problems, such as understanding special
customer needs to meet the purpose
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Dr. Bogale A.
49. The Learning Organization (LO)…
To develop a learning organization, managers
make changes in all the subsystems of the
organization.
To promote continuous learning make a shift
to
team-based structure,
empowering employees
sharing information
10/26/2022 49
Team based
structure
Empowered
employee
Open
information
Dr. Bogale A.
50. The Learning Organization (LO)…
Team-based structure
An important value in a LO is collaboration
and communication across departmental and
hierarchical boundaries.
Self-directed teams are the basic building
block of the structure.
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Dr. Bogale A.
51. The Learning Organization (LO)…
Team-based structure
These teams are made up of employees with different
skills who share or rotate jobs to produce an entire
product or service
People on the team are given the skills, information,
tools, motivation, and authority to make decisions
central to the team’s performance and to respond
creatively and flexibly to new challenges or
opportunities that arise.
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Dr. Bogale A.
52. The Learning Organization (LO)…
Employee Empowerment
Empowerment means unleashing the power
and creativity of employees by giving them
the freedom, resources, information, and
skills to make decisions and perform
effectively.
In LOs, people are a manager’s primary source
of strength, not a cost to be minimized.
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Dr. Bogale A.
53. The Learning Organization (LO)…
• Employee Empowerment
• Companies that adopt this perspective believe
in treating employees well by providing
competitive wages and good working
conditions, as well as by investing time and
money in training programs and opportunities
for personal and professional development
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Dr. Bogale A.
54. The Learning Organization (LO)…
Open Information
People have to be aware of what’s going on
They must understand the whole organization as
well as their part in it
Formal data about budgets, profits, and
departmental expenses are available to
everyone
Managers encourage people throughout the
organization to share information
10/26/2022 54
Dr. Bogale A.
55. 5. The Technology Driven Workplace
The shift to e-Business
10/26/2022 55
Dr. Bogale A.
56. The Technology Driven Workplace
Ideas, information, and relationships are
becoming more important than production
machinery, physical products and structured
jobs
TDWP shifted to e-business
Managers and employees focus on
opportunities rather than efficiency
10/26/2022 56
Dr. Bogale A.
57. Questions
• A college professor told her students, “The
purpose of a management course is to teach
students about management, not to teach them
to be managers.” Do you agree or disagree with
this statement? Discuss.
• As organizations become more technology-
driven, which do you think will become more
important—the management of the human
element of the organization or the management
of technology? Discuss
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Dr. Bogale A.