The document outlines a learning outline for a chapter that discusses the history and evolution of management theories. It covers early management practices, scientific management, general administrative theory, quantitative approaches, organizational behavior, systems approaches, contingency approaches, and current trends/issues in management. The chapter aims to explain the important contributions of early theorists and how modern managers apply various theoretical approaches in practice today.
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 the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
The document discusses the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
The document outlines the evolution of management theory from the systematic approach of the late 19th century to the classical theories of scientific management, administrative management, and bureaucratic management that emerged in the early 20th century. It then discusses the human relations school and social system school that challenged aspects of the classical theories. The document provides definitions and background on key theorists and concepts within each approach to management theory.
The document summarizes several theories of management thought and organizational theory that have evolved over time. It describes scientific management theory, administrative management theory including Weber's principles of bureaucracy, behavioral management/human relations theory, management science theory, and organizational environment/open systems theory. Each new theory built upon previous approaches to address their limitations and further the understanding of managing organizations effectively.
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.
This document discusses the history and principles of scientific management as developed by Frederick Winslow Taylor in the late 19th/early 20th century. It traces the origins of scientific management from the Industrial Revolution and describes Taylor's four main principles: replacing rule-of-thumb work with scientific analysis, developing each worker's maximum efficiency, cooperation instead of individualism, and separating planning from doing. The document also outlines criticisms of Taylor's approach, such as its exploitation of workers and mechanical treatment of humans.
The document outlines the evolution of management thought from the classical era through modern approaches. It discusses how the Industrial Revolution led to new management challenges and the rise of "captains of industry". Scientific management pioneered by Taylor emphasized efficiency. The human relations movement studied social factors in work and the Hawthorne studies influenced this. Later approaches included systems thinking, contingency theory based on situational factors, and a focus on quality. McGregor proposed Theory X and Theory Y models of managerial assumptions about human motivation.
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 the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
The document discusses the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
The document outlines the evolution of management theory from the systematic approach of the late 19th century to the classical theories of scientific management, administrative management, and bureaucratic management that emerged in the early 20th century. It then discusses the human relations school and social system school that challenged aspects of the classical theories. The document provides definitions and background on key theorists and concepts within each approach to management theory.
The document summarizes several theories of management thought and organizational theory that have evolved over time. It describes scientific management theory, administrative management theory including Weber's principles of bureaucracy, behavioral management/human relations theory, management science theory, and organizational environment/open systems theory. Each new theory built upon previous approaches to address their limitations and further the understanding of managing organizations effectively.
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.
This document discusses the history and principles of scientific management as developed by Frederick Winslow Taylor in the late 19th/early 20th century. It traces the origins of scientific management from the Industrial Revolution and describes Taylor's four main principles: replacing rule-of-thumb work with scientific analysis, developing each worker's maximum efficiency, cooperation instead of individualism, and separating planning from doing. The document also outlines criticisms of Taylor's approach, such as its exploitation of workers and mechanical treatment of humans.
The document outlines the evolution of management thought from the classical era through modern approaches. It discusses how the Industrial Revolution led to new management challenges and the rise of "captains of industry". Scientific management pioneered by Taylor emphasized efficiency. The human relations movement studied social factors in work and the Hawthorne studies influenced this. Later approaches included systems thinking, contingency theory based on situational factors, and a focus on quality. McGregor proposed Theory X and Theory Y models of managerial assumptions about human motivation.
This document summarizes several classical management theories:
1. Henri Fayol emphasized organizational structure with principles like division of labor and unity of command. F.W. Taylor's scientific management broke tasks into timed components to increase efficiency but ignored human factors.
2. Douglas McGregor's Theory X viewed humans as lazy, while Theory Y found fulfillment through responsibility and creativity.
3. Edward Deming emphasized continuous improvement, training, effective communication, and removing barriers to quality work.
4. While no single theory guarantees success, combining old and new approaches can be more effective than relying on one.
The document provides a historical overview of management theories beginning with ancient civilizations like Egypt and China. It then discusses Adam Smith's contributions in the 1700s and the development of management during the Industrial Revolution. Major management approaches that developed include scientific management by Taylor, Fayol's administrative theory, quantitative management, and organizational behavior studies. Systems theory views organizations as open systems, while contingency theory states there is no universal set of management principles and the approach depends on each situation.
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 provides an overview of different schools of management thought, beginning with the Classical perspective which emerged in the 19th-20th centuries. It discusses Scientific Management pioneered by Frederick Taylor which focused on operational efficiency. Henri Fayol contributed principles of administration including division of labor and unity of command. The Hawthorne Studies showed the importance of social factors in workplaces. Later, behavioral science looked at individual/group behaviors and needs hierarchies. Theories X and Y examined beliefs about employee motivation. Barnard viewed organizations as cooperative systems requiring effectiveness and efficiency to survive through communication and incentives.
Management theories and practices have evolved over thousands of years through different eras:
- During the pre-historic era from 10,000-9000 BC, the earliest forms of management could be seen in how hunter-gatherer tribes organized to hunt animals and gather food.
- Ancient civilizations from 10,000 BC to 475 AD displayed more advanced management with structures like the Egyptian pyramids and Chinese Great Wall, as well as early concepts of job specialization.
- The medieval period from 476 to 1500 AD saw further developments like the establishment of job descriptions and use of delegated authority.
This document is a learning outline for a chapter on management. It defines key terms like managers, organizations, and the functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. Managers fulfill roles like leaders, liaisons, and decision-makers. Their job is changing to focus more on customers and innovation. Studying management is useful because good management is needed universally, most people are either managers or managed, and management offers rewards and challenges.
The document provides a history of management theory and practice from early management thought to modern approaches. It discusses how management approaches have evolved over time in response to changes in the environment. Early approaches focused on organizing, with theorists like Taylor emphasizing scientific management. Later approaches emphasized leading and the human element, influenced by Hawthorne Studies. Subsequently, management science emerged with a focus on planning and quantitative techniques. More recently, systems theory, contingency theory, and triangular management have integrated various perspectives.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
This document discusses organizational theories and management concepts. It begins by defining key terms like management, organization, and theories. It then summarizes three classic organization theories: classical, neoclassical, and modern structural. It also outlines principles and approaches within each theory. The document discusses strengths and weaknesses of each theory. Finally, it explores levels of management, management functions, skills, and styles.
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
Chapter 2 The Evolution Of Management Theory Written In Different Mannermanagement 2
The document discusses the evolution of management theories and practices over time. It covers pre-20th century contributions, scientific management advocates like Taylor, general administrative theorists like Fayol and Weber, the quantitative approach, early organizational behavior studies including the Hawthorne Studies, and current trends in areas like globalization, e-business, innovation, quality management, and knowledge management. The learning objectives are to understand the historical development of management and key contributors, as well as contemporary issues facing organizations.
Scientific management theory, developed by Frederick Taylor in the early 1900s, advocated for the scientific study of tasks and workers. It focused on standardizing and measuring all organizational tasks. Max Weber then contributed bureaucratic management theory, which divided organizations into hierarchies with strict lines of authority and control. Henri Fayol developed 14 principles for organizational structure and management as part of administrative management theory. Modern management theory takes a systems approach and recognizes that management must be contingent on an organization's internal and external environment.
TRADITIONAL MODELS FOR UNDERSTANDING LEADERSHIPEdz Gapuz
The document discusses traditional models for understanding leadership, including trait, behavioral, situational, and contingency approaches. It describes early theories that focused on leaders' traits but shifted to behavioral studies examining leadership as an observable process. The Michigan studies explored patterns of effective leadership behaviors. Situational leadership models emphasized that the most appropriate leadership style depends on characteristics of the situation. Vroom's decision tree approach proposed that the degree of subordinate participation in decision making should match the demands of the situation.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
The document discusses the neo-classical approach to management theory, which includes the human relations movement and behavioral theory. The human relations movement was pioneered by Elton Mayo through the Hawthorne Studies in the 1920s-1930s. A key finding was that social and psychological factors strongly influence worker productivity. Behavioral theory built upon this by focusing on how managerial behavior can motivate employees and encourage commitment to organizational goals through participation and making managers more sensitive to employee needs. Both theories emphasized that organizations are social systems and that human resources are the most important asset.
The document discusses the history and evolution of management theories from the Industrial Revolution to modern times. It covers early theories like Taylorism that focused on scientific principles and efficiency. Later, theorists like Fayol, Weber, and McGregor proposed new frameworks related to bureaucracy, leadership behavior, and employee motivation. Contemporary theories addressed topics like Japanese business practices and the human aspects of organizations. Theories of management have important applications for nursing administration in areas like roles, behavior modification, and assessing motivation. Overall, the document emphasizes that workplaces are social environments and people are motivated by social and emotional factors beyond just economic interests.
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
This document summarizes the classical schools of management theory that developed during the Industrial Revolution to address problems in managing employees and increasing productivity. The two branches discussed are the classical scientific school and the classical administrative school. The classical scientific school focused on analyzing jobs and standardizing work processes, as championed by Frederick Taylor. The classical administrative school emphasized formal organizational structures and management principles, as studied by theorists like Max Weber, Henri Fayol, and Mary Parker Follett.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
The document summarizes the history and evolution of management approaches from classical to modern theories. It discusses classical approaches like scientific management and administrative theory from the 1800s-1900s. It also examines organizational behavior and human resource approaches from the 1900s as well as systems and contingency approaches. Current trends in areas like globalization, workforce diversity and e-business are also covered. The document was presented as a lecture on management approaches past and present.
Management has evolved over time from ancient approaches like those used in building the Egyptian pyramids and Great Wall of China, to modern scientific and quantitative approaches. Scientific management emerged in the late 19th/early 20th century advocating specialization of labor and incentive-based compensation. Later approaches included quantitative management using models and optimization, as well as organizational behavior focusing on human relations and motivation based on studies like the Hawthorne experiments. Today, managers draw from all these approaches, applying scientific principles while also considering human and group factors to maximize productivity.
This document summarizes several classical management theories:
1. Henri Fayol emphasized organizational structure with principles like division of labor and unity of command. F.W. Taylor's scientific management broke tasks into timed components to increase efficiency but ignored human factors.
2. Douglas McGregor's Theory X viewed humans as lazy, while Theory Y found fulfillment through responsibility and creativity.
3. Edward Deming emphasized continuous improvement, training, effective communication, and removing barriers to quality work.
4. While no single theory guarantees success, combining old and new approaches can be more effective than relying on one.
The document provides a historical overview of management theories beginning with ancient civilizations like Egypt and China. It then discusses Adam Smith's contributions in the 1700s and the development of management during the Industrial Revolution. Major management approaches that developed include scientific management by Taylor, Fayol's administrative theory, quantitative management, and organizational behavior studies. Systems theory views organizations as open systems, while contingency theory states there is no universal set of management principles and the approach depends on each situation.
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 provides an overview of different schools of management thought, beginning with the Classical perspective which emerged in the 19th-20th centuries. It discusses Scientific Management pioneered by Frederick Taylor which focused on operational efficiency. Henri Fayol contributed principles of administration including division of labor and unity of command. The Hawthorne Studies showed the importance of social factors in workplaces. Later, behavioral science looked at individual/group behaviors and needs hierarchies. Theories X and Y examined beliefs about employee motivation. Barnard viewed organizations as cooperative systems requiring effectiveness and efficiency to survive through communication and incentives.
Management theories and practices have evolved over thousands of years through different eras:
- During the pre-historic era from 10,000-9000 BC, the earliest forms of management could be seen in how hunter-gatherer tribes organized to hunt animals and gather food.
- Ancient civilizations from 10,000 BC to 475 AD displayed more advanced management with structures like the Egyptian pyramids and Chinese Great Wall, as well as early concepts of job specialization.
- The medieval period from 476 to 1500 AD saw further developments like the establishment of job descriptions and use of delegated authority.
This document is a learning outline for a chapter on management. It defines key terms like managers, organizations, and the functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. Managers fulfill roles like leaders, liaisons, and decision-makers. Their job is changing to focus more on customers and innovation. Studying management is useful because good management is needed universally, most people are either managers or managed, and management offers rewards and challenges.
The document provides a history of management theory and practice from early management thought to modern approaches. It discusses how management approaches have evolved over time in response to changes in the environment. Early approaches focused on organizing, with theorists like Taylor emphasizing scientific management. Later approaches emphasized leading and the human element, influenced by Hawthorne Studies. Subsequently, management science emerged with a focus on planning and quantitative techniques. More recently, systems theory, contingency theory, and triangular management have integrated various perspectives.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
This document discusses organizational theories and management concepts. It begins by defining key terms like management, organization, and theories. It then summarizes three classic organization theories: classical, neoclassical, and modern structural. It also outlines principles and approaches within each theory. The document discusses strengths and weaknesses of each theory. Finally, it explores levels of management, management functions, skills, and styles.
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
Chapter 2 The Evolution Of Management Theory Written In Different Mannermanagement 2
The document discusses the evolution of management theories and practices over time. It covers pre-20th century contributions, scientific management advocates like Taylor, general administrative theorists like Fayol and Weber, the quantitative approach, early organizational behavior studies including the Hawthorne Studies, and current trends in areas like globalization, e-business, innovation, quality management, and knowledge management. The learning objectives are to understand the historical development of management and key contributors, as well as contemporary issues facing organizations.
Scientific management theory, developed by Frederick Taylor in the early 1900s, advocated for the scientific study of tasks and workers. It focused on standardizing and measuring all organizational tasks. Max Weber then contributed bureaucratic management theory, which divided organizations into hierarchies with strict lines of authority and control. Henri Fayol developed 14 principles for organizational structure and management as part of administrative management theory. Modern management theory takes a systems approach and recognizes that management must be contingent on an organization's internal and external environment.
TRADITIONAL MODELS FOR UNDERSTANDING LEADERSHIPEdz Gapuz
The document discusses traditional models for understanding leadership, including trait, behavioral, situational, and contingency approaches. It describes early theories that focused on leaders' traits but shifted to behavioral studies examining leadership as an observable process. The Michigan studies explored patterns of effective leadership behaviors. Situational leadership models emphasized that the most appropriate leadership style depends on characteristics of the situation. Vroom's decision tree approach proposed that the degree of subordinate participation in decision making should match the demands of the situation.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
The document discusses the neo-classical approach to management theory, which includes the human relations movement and behavioral theory. The human relations movement was pioneered by Elton Mayo through the Hawthorne Studies in the 1920s-1930s. A key finding was that social and psychological factors strongly influence worker productivity. Behavioral theory built upon this by focusing on how managerial behavior can motivate employees and encourage commitment to organizational goals through participation and making managers more sensitive to employee needs. Both theories emphasized that organizations are social systems and that human resources are the most important asset.
The document discusses the history and evolution of management theories from the Industrial Revolution to modern times. It covers early theories like Taylorism that focused on scientific principles and efficiency. Later, theorists like Fayol, Weber, and McGregor proposed new frameworks related to bureaucracy, leadership behavior, and employee motivation. Contemporary theories addressed topics like Japanese business practices and the human aspects of organizations. Theories of management have important applications for nursing administration in areas like roles, behavior modification, and assessing motivation. Overall, the document emphasizes that workplaces are social environments and people are motivated by social and emotional factors beyond just economic interests.
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
This document summarizes the classical schools of management theory that developed during the Industrial Revolution to address problems in managing employees and increasing productivity. The two branches discussed are the classical scientific school and the classical administrative school. The classical scientific school focused on analyzing jobs and standardizing work processes, as championed by Frederick Taylor. The classical administrative school emphasized formal organizational structures and management principles, as studied by theorists like Max Weber, Henri Fayol, and Mary Parker Follett.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
The document summarizes the history and evolution of management approaches from classical to modern theories. It discusses classical approaches like scientific management and administrative theory from the 1800s-1900s. It also examines organizational behavior and human resource approaches from the 1900s as well as systems and contingency approaches. Current trends in areas like globalization, workforce diversity and e-business are also covered. The document was presented as a lecture on management approaches past and present.
Management has evolved over time from ancient approaches like those used in building the Egyptian pyramids and Great Wall of China, to modern scientific and quantitative approaches. Scientific management emerged in the late 19th/early 20th century advocating specialization of labor and incentive-based compensation. Later approaches included quantitative management using models and optimization, as well as organizational behavior focusing on human relations and motivation based on studies like the Hawthorne experiments. Today, managers draw from all these approaches, applying scientific principles while also considering human and group factors to maximize productivity.
The document discusses the history of management theories from ancient times through the 20th century, including significant events like the Industrial Revolution that drove the need for more formal management approaches. It then covers some of the foundational theorists of scientific management like Taylor, Gilbreth, and Gantt who developed ideas around time-and-motion studies and scheduling tools like the Gantt chart. The document also discusses general management theorists like Fayol who proposed universal management functions and principles.
1. The document summarizes different approaches to management throughout history including the classical, quantitative, behavioral, and contemporary approaches.
2. It discusses key figures and theories such as Frederick Taylor's scientific management, Henri Fayol's 14 principles of management, Max Weber's bureaucracy theory, and the Hawthorne Studies' findings on the influence of social factors.
3. The document also covers management perspectives from an Islamic and early Arab context, noting the influence of factors like tribal life, the prophet Muhammad, and the complexity of cultural influences on Arab management thought and practice over time.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
This document provides an overview of management history and approaches. It begins with learning outcomes for the chapter and then discusses:
- The importance of studying management history and some early examples of management practices.
- The classical approach to management developed by Taylor, Fayol, and Weber which emphasized scientific principles and bureaucracy.
- The quantitative approach which uses mathematical models and statistics to improve decision making.
- Contemporary approaches like systems theory and contingency theory.
The document outlines the historical evolution of management theory from scientific management to modern approaches and examines some of the key contributors and their principles in more detail.
The document provides an overview of the historical development of management theories from ancient times to modern approaches. Some of the early contributors discussed include Adam Smith, who advocated for the division of labor, and the Industrial Revolution, which created a need for management in large organizations. Major classical theories summarized are Scientific Management by Taylor, which used scientific principles to optimize work, and Fayol's General Administrative Theory, which identified principles of management. Modern approaches discussed include Organizational Behavior, Systems Theory, and Contingency Theory.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The document provides an overview of the history and major approaches to management. It discusses ancient management practices, the contributions of Adam Smith and the Industrial Revolution, and the classical, quantitative, behavioral, and contingency/contemporary approaches. These include scientific management by Taylor, Fayol's principles of management, Weber's bureaucracy theory, the use of quantitative methods emerging from WWII, the Hawthorne Studies, and the contingency approach where the best management style depends on situational factors.
The evolution of_management_theory_9_18_06_uploadKuan-Yin Cai
The document summarizes the evolution of management theories from early management thought to modern approaches. It traces developments from classical approaches like scientific management to more modern theories like the learning organization. The document also discusses whether Western theories are fully applicable in non-Western contexts like Asia and the Philippines. It proposes a "Pinoy Management Theory" that incorporates informal organization and behavioral styles within a formal Philippine organizational context.
This document outlines early perspectives on management including scientific management and classical theories. It discusses pioneers like Taylor who advocated increasing efficiency through scientific analysis of work. Principles of scientific management included developing standard work methods and incentive-based pay. Administrative management viewed organizations as machines needing structured design based on universal principles. Henri Fayol described five managerial functions and fourteen principles of management. Max Weber envisioned bureaucratic organizations managed impersonally based on specialized roles, authority, rules and competence.
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.
Principal of management 9erobbins ppt02 lecture_2Malik Saif
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early management practices, scientific management, general administrative theory, quantitative approaches, behavioral approaches, systems theory, and contingency theory. Managers today draw upon concepts from all these historical approaches, using methods like time and motion studies, quantitative analysis, understanding individual behavior, recognizing organizational interdependence, and adapting to different situations.
This document discusses the evolution of management theory over time. It begins with the Classical approach emerging in the 19th century in response to new industrial challenges. This includes Scientific Management by Taylor which aimed to optimize efficiency. It also discusses Administrative Management by Fayol and Weber's bureaucratic model. Later, the Human Relations approach focused on meeting worker needs. Behavioral Management studied how managers motivate employees. Modern approaches include Open Systems theory, Contingency Thinking, and lessons from Japanese management styles. Quantitative and information-based theories were also incorporated into management science.
The document is a chapter from a management textbook that outlines the historical development of management theories and current trends in the field. It covers early theories like scientific management developed by Taylor, general administrative theory from Fayol, and the quantitative approach. Later sections discuss organizational behavior studies like Hawthorne, the systems approach to organizations, and the contingency theory. Current trends addressed include topics like globalization, ethics, workforce diversity, e-business, knowledge management, and quality management.
Principle of Management lecture 05_classabir hossain
The document discusses the evolution of management thought from the pre-scientific period through classical, neo-classical, and modern theories. It covers key contributors and concepts including Taylor's scientific management principles, Fayol's administrative management principles, Weber's bureaucratic model, and the human relations movement led by Elton Mayo and the Hawthorne Experiments. The principles of management, importance of management theories, and criticism of scientific management are also summarized across multiple sections.
The document discusses the evolution of management thought and principles of management. It covers classical management theories including scientific management by Taylor which emphasized scientific approach, planning and standardization. It also discusses Fayol's administrative management theory and Max Weber's bureaucratic model. Criticisms of scientific management are provided such as its negative impact on workers. Contributions of other theorists such as Gilbreths, Gantt and Emerson to scientific management are also summarized. The principles of management are important for effective organization and management of departments.
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.
This document provides an overview of the evolution of management theories from the late 19th century to present. It discusses the classical theories including scientific management, bureaucratic management, and administrative management that emerged in the early 20th century focusing on efficiency. It then summarizes the neo-classical human relations movement and behavioral science approach. Finally, it outlines modern management theories including the quantitative approach, systems approach, contingency approach, and operational approach. The document is presented by different speakers and provides definitions and key contributors for each major stage in the development of management theories over time.
- The document discusses the evolution of management thought from the 18th to 20th centuries and highlights the contributions of three influential thinkers: Henry Fayol, Frederick Winslow Taylor, and Max Weber.
- Henry Fayol is considered the father of modern management. He was the first to develop a formal statement of management elements and principles including division of work, authority, and discipline.
- Frederick Taylor is known as the father of scientific management. He developed principles to increase workplace efficiency including replacing rule-of-thumb methods with scientific investigation and ensuring cooperation between labor and management.
- The document provides details on Fayol and Taylor's management theories and principles.
- The document discusses the evolution of management thought from the 18th to 20th century and highlights the contributions of three influential thinkers: Henry Fayol, Frederick Winslow Taylor, and Max Weber.
- Henry Fayol is considered the father of modern management. He was the first to develop a formal statement of management elements and principles including division of work, authority, and discipline.
- Frederick Taylor is known as the father of scientific management. He developed principles to increase workplace efficiency including replacing rule-of-thumb methods with scientific investigation and ensuring cooperation between labor and management.
- The document provides details on Fayol and Taylor's management theories and principles.
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.
Similar to Management Yesterday And Today P O M (20)
The selling environment in which a firm produces and sells its product is called a market structure.*
Defined by three characteristics:
The number of firms in the market
The ease of entry and exit of firms
The degree of product differentiation
The firm is an economic institution that transforms factors of production into consumer goods – it:
Organizes factors of production.
Produces goods and services.
Sells produced goods and services.
This document discusses managing working capital, including cash, inventory, and accounts receivable. It provides information on key concepts like the cash conversion cycle and cash budget. For the company SKI, it analyzes their cash budget, inventory levels, and accounts receivable collection period, finding that SKI is holding excess cash and inventory and has a longer than average collection period, indicating opportunities to improve working capital management and increase profits.
There are three major categories of manufacturing costs: direct materials, direct labor, and manufacturing overhead. Direct materials include raw materials used to make a product. Direct labor is the cost of paying employees who convert materials into finished products. Manufacturing overhead includes indirect materials, indirect labor, and other overhead costs. Job order costing and process costing are two common cost accounting methods. Job order costing is used when costs can be traced directly to unique products, while process costing is used for mass produced identical items where costs cannot be directly traced. The job cost sheet is used to track costs like direct materials, direct labor, and applied manufacturing overhead for a specific job.
This document discusses different ways that costs can be classified for various purposes. It outlines classifications such as manufacturing costs (direct materials, direct labor, manufacturing overhead), non-manufacturing costs (marketing, administrative), period costs versus product costs, variable costs versus fixed costs, and standard costs. Variable costs change with activity level while fixed costs remain constant. Semi-variable costs contain both fixed and variable components. Only differential and opportunity costs that differ between alternatives are relevant for decision making, not sunk costs which have already been incurred.
The document provides an overview of quantitative techniques in analysis including different levels of measurement, common statistical software packages, and different types of data that can be analyzed such as time series data, cross-sectional data, and panel data. It discusses nominal, ordinal, interval, and ratio levels of measurement and how they are treated in SPSS. Examples of time series, cross-sectional, and panel data are also provided to illustrate the concepts.
This document provides an overview of factor analysis, including exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). EFA is used to discover the underlying constructs influencing a set of measured variables, while CFA tests whether a specified set of constructs is influencing responses as predicted. The document outlines the theoretical basis for factor analysis and provides details on performing EFA, including extracting factors, rotating solutions, and interpreting results. It also covers performing CFA, evaluating model fit, and comparing models. Combining EFA and CFA on separate data sets is recommended to generate and test theories.
1. F A Using S P S S1 (Saq.Sav) Q Ti AZoha Qureshi
The document describes conducting a factor analysis on SPSS to measure different aspects of student anxiety towards learning SPSS. A 23-item questionnaire was administered to over 2,500 students. Initial analysis of the correlation matrix found no issues with multicollinearity. The document then provides instructions for running the factor analysis in SPSS, including extracting factors, rotating the factors, and interpreting the output.
Important Terminologies In Statistical Inference I IZoha Qureshi
This document provides an introduction to classifying data through frequency distributions and histograms. It explains that raw data needs to be processed into meaningful information to help managers draw the right conclusions. Frequency distributions summarize raw data by arranging it into classes and recording the frequencies. Guidelines are provided for constructing frequency distribution tables, including identifying the minimum and maximum values, deciding on the number of classes, determining the class width, and formulating class boundaries. Histograms are then described as a graphical representation of a frequency distribution using bars to depict the frequencies within each class. Cumulative frequency distributions and ogive curves are also introduced as ways to represent cumulative totals of the frequencies.
Important Terminologies In Statistical InferenceZoha Qureshi
This document provides an overview of statistics and their applications in business decision making. It discusses why statistics are important for managers to make informed decisions using all relevant data. Statistical methods allow companies to collect, analyze, and interpret market data to aid decision making. The document also covers key statistical concepts like descriptive and inferential statistics, data types and measurements, sources of data, and common statistical terms. It provides examples of how companies like American Express have benefited from applying statistical analysis to customer feedback data.
Marketing management involves choosing target markets and building relationships to create and deliver superior customer value. It determines what customers to serve and how best to serve them through a company's value proposition. Customer relationship management is the process of building and maintaining profitable customer relationships through superior value and satisfaction. It deals with acquiring, keeping, and growing customers over time through interactions between a company and individuals.
Environmental monitoring and scanning is crucial for business success. Carefully studying the marketing environment allows companies to adapt their strategies to changing opportunities and challenges. The marketing environment consists of micro and macro forces - the microenvironment includes a company's departments, suppliers, intermediaries, customer markets, competitors, and publics. The larger macroenvironment comprises demographic, economic, natural, technological, political, and cultural forces that shape opportunities and threats.
The document defines marketing according to Philip Kotler, the Chartered Institute of Marketing, and the American Marketing Association. It also outlines the evolution of marketing concepts from the production concept to the societal marketing concept. The production concept focuses on high production and availability, while the product concept emphasizes quality and innovation. The selling concept stresses aggressive promotion to increase sales. The marketing concept meets customer needs profitably by determining wants and satisfying them. The societal marketing concept finds unmet social needs while considering long-term societal impact.
Customer Relationship And Strategic Planning MarketingZoha Qureshi
This document outlines key concepts related to strategic planning and marketing. It discusses strategic planning as developing a strategic fit between organizational goals and changing market opportunities. The four steps of strategic planning are: 1) defining the company mission, 2) setting objectives and goals, 3) designing the business portfolio, and 4) planning marketing and other functional strategies. Marketing plays a key role in strategic planning by providing inputs, designing strategies to reach objectives, and working with partners to create and deliver customer value through the marketing mix and value delivery network.
This document provides an overview of key finance concepts for managers in a course on finance. It defines cash flows, rates of return, interest rates, time value of money, and timelines. It also explains future value and present value calculations for ordinary annuities and annuities due using relevant formulas. Compounding and discounting are shown to be related concepts for dealing with time value of money.
This document discusses various financial ratios used to analyze company performance, including liquidity, asset management, debt, profitability, and market value ratios. It explains how ratios can be used to compare companies and assess financial health. Examples are provided to illustrate how specific ratios like debt-to-asset, times interest earned, and return on equity are calculated and interpreted.
This document outlines the course "Finance for Managers" taught by Shumaila Paracha in the fall of 2010. It discusses various techniques for financial statement analysis, including ratio analysis, trend analysis, common size analysis, percent change analysis, and DuPont analysis. Trend analysis involves plotting ratios over time to identify improving or deteriorating trends. Common size analysis expresses financial statement items as percentages of totals to facilitate comparisons. Percent change analysis calculates growth rates. DuPont analysis decomposes return on assets and return on equity into underlying drivers. Students are assigned to read a chapter, lecture slides, and solve practice questions in preparation for a written quiz.
Introduction Why Finance Matters F F MZoha Qureshi
This document provides an overview of a finance for managers course being taught in the fall of 2010. It introduces the key responsibilities of a finance manager, which include forecasting and planning, making major investment and financing decisions, coordinating and controlling finances, dealing with financial markets, and managing risk. It also outlines different forms of businesses including sole proprietorships, partnerships, and corporations, noting their advantages and disadvantages. Finally, it defines and discusses the concepts of moral hazard and agency problems that can occur between principals and agents in a business context.
The document discusses various methods for valuing different types of securities, including bonds, common stocks, and preferred stocks. It introduces the concepts of book value, market value, and intrinsic value. For bonds, it explains how to calculate value based on periodic interest payments and principal repayment. For common stocks, it presents the dividend discount model based on expected infinite growth of dividends. For preferred stocks, it notes they are valued similarly but with constant dividends. Several examples are provided to illustrate the valuation of each type of security.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
Management Yesterday And Today P O M
1. 2–1
L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•Historical Background of ManagementHistorical Background of Management
• Explain why studying management history is important.Explain why studying management history is important.
• Describe some early evidences of management practice.Describe some early evidences of management practice.
•Scientific ManagementScientific Management
• Describe the important contributions made by FredrickDescribe the important contributions made by Fredrick
W. Taylor and Frank and Lillian Gilbreth.W. Taylor and Frank and Lillian Gilbreth.
• Explain how today’s managers use scientificExplain how today’s managers use scientific
management.management.
2. 2–2
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•General Administrative TheoryGeneral Administrative Theory
• Discuss Fayol’s contributions to management theory.Discuss Fayol’s contributions to management theory.
• Describe Max Weber’s contribution to managementDescribe Max Weber’s contribution to management
theory.theory.
• Explain how today’s managers use general administrativeExplain how today’s managers use general administrative
theory.theory.
•Quantitative ApproachQuantitative Approach
• Explain what the quantitative approach has contributedExplain what the quantitative approach has contributed
to the field of management.to the field of management.
• Discuss how today’s managers use the quantitativeDiscuss how today’s managers use the quantitative
approach.approach.
3. 2–3
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•Toward Understanding Organizational BehaviorToward Understanding Organizational Behavior
• Describe the contributions of the early advocates of OB.Describe the contributions of the early advocates of OB.
• Explain the contributions of the Hawthorne Studies to theExplain the contributions of the Hawthorne Studies to the
field of management.field of management.
• Discuss how today’s managers use the behavioralDiscuss how today’s managers use the behavioral
approach.approach.
•The Systems ApproachThe Systems Approach
• Describe an organization using the systems approach.Describe an organization using the systems approach.
• Discuss how the systems approach helps usDiscuss how the systems approach helps us
management.management.
4. 2–4
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
•The Contingency ApproachThe Contingency Approach
• Explain how the contingency approach differs from theExplain how the contingency approach differs from the
early theories of management.early theories of management.
• Discuss how the contingency approach helps usDiscuss how the contingency approach helps us
understand management.understand management.
•Current Issues and TrendsCurrent Issues and Trends
• Explain why we need to look at the current trends andExplain why we need to look at the current trends and
issues facing managers.issues facing managers.
• Describe the current trends and issues facing managers.Describe the current trends and issues facing managers.
5. 2–5
Historical Background of ManagementHistorical Background of Management
• Ancient ManagementAncient Management
Egypt (pyramids) and China (Great Wall)Egypt (pyramids) and China (Great Wall)
Venetians (floating warship assembly lines)Venetians (floating warship assembly lines)
• Adam SmithAdam Smith
PublishedPublished “The Wealth of Nations”“The Wealth of Nations” in 1776in 1776
Advocated the division of labor (job specialization) toAdvocated the division of labor (job specialization) to
increase the productivity of workersincrease the productivity of workers
• Industrial RevolutionIndustrial Revolution
Substituted machine power for human laborSubstituted machine power for human labor
Created large organizations in need of managementCreated large organizations in need of management
6. 2–6
Exhibit 2–1Exhibit 2–1 Development of Major Management TheoriesDevelopment of Major Management Theories
7. 2–7
Major Approaches to ManagementMajor Approaches to Management
• Scientific ManagementScientific Management
• General Administrative TheoryGeneral Administrative Theory
• Quantitative ManagementQuantitative Management
• Organizational BehaviorOrganizational Behavior
• Systems ApproachSystems Approach
• Contingency ApproachContingency Approach
8. 2–8
Scientific ManagementScientific Management
• Fredrick Winslow TaylorFredrick Winslow Taylor
The “father” of scientific managementThe “father” of scientific management
PublishedPublished Principles of Scientific ManagementPrinciples of Scientific Management (1911)(1911)
The theory of scientific managementThe theory of scientific management
– Using scientific methods to define the “one best way” for aUsing scientific methods to define the “one best way” for a
job to be done:job to be done:
• Putting the right person on the job with the correct toolsPutting the right person on the job with the correct tools
and equipment.and equipment.
• Having a standardized method of doing the job.Having a standardized method of doing the job.
• Providing an economic incentive to the worker.Providing an economic incentive to the worker.
9. 2–9
Exhibit 2–2Exhibit 2–2 Taylor’s Four Principles of ManagementTaylor’s Four Principles of Management
1. Develop a science for each element of an individual’s work,
which will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the
worker.
3. Heartily cooperate with the workers so as to ensure that all
work is done in accordance with the principles of the
science that has been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all work
for which it is better fitted than the workers.
10. 2–10
Scientific Management (cont’d)Scientific Management (cont’d)
• Frank and Lillian GilbrethFrank and Lillian Gilbreth
Focused on increasing worker productivity throughFocused on increasing worker productivity through
the reduction of wasted motionthe reduction of wasted motion
Developed the microchronometer to time workerDeveloped the microchronometer to time worker
motions and optimize work performancemotions and optimize work performance
• How Do Today’s Managers Use ScientificHow Do Today’s Managers Use Scientific
Management?Management?
Use time and motion studies to increase productivityUse time and motion studies to increase productivity
Hire the best qualified employeesHire the best qualified employees
Design incentive systems based on outputDesign incentive systems based on output
11. 2–11
General Administrative TheoryGeneral Administrative Theory
• Henri FayolHenri Fayol
Believed that the practice of management was distinctBelieved that the practice of management was distinct
from other organizational functionsfrom other organizational functions
Developed fourteen principles of management thatDeveloped fourteen principles of management that
applied to all organizational situationsapplied to all organizational situations
• Max WeberMax Weber
Developed a theory of authority based on an idealDeveloped a theory of authority based on an ideal
type of organization (bureaucracy)type of organization (bureaucracy)
Emphasized rationality, predictability, impersonality, technicalEmphasized rationality, predictability, impersonality, technical
competence, and authoritarianismcompetence, and authoritarianism
12. 2–12
Exhibit 2–3Exhibit 2–3 Fayol’s 14 Principles of ManagementFayol’s 14 Principles of Management
1.1. Division of work.Division of work.
2.2. Authority.Authority.
3.3. Discipline.Discipline.
4.4. Unity of command.Unity of command.
5.5. Unity of direction.Unity of direction.
6.6. Subordination ofSubordination of
individual interestsindividual interests
to the generalto the general
interest.interest.
7.7. Remuneration.Remuneration.
8.8. Centralization.Centralization.
9.9. Scalar chain.Scalar chain.
10.10. Order.Order.
11.11. Equity.Equity.
12.12. Stability of tenureStability of tenure
of personnel.of personnel.
13.13. Initiative.Initiative.
14.14. Esprit de corps.Esprit de corps.
14. 2–14
Quantitative Approach to ManagementQuantitative Approach to Management
• Quantitative ApproachQuantitative Approach
Also calledAlso called operations researchoperations research oror managementmanagement
sciencescience
Evolved from mathematical and statistical methodsEvolved from mathematical and statistical methods
developed to solve WWII military logistics and qualitydeveloped to solve WWII military logistics and quality
control problemscontrol problems
Focuses on improving managerial decision making byFocuses on improving managerial decision making by
applying:applying:
Statistics, optimization models, information models, andStatistics, optimization models, information models, and
computer simulationscomputer simulations
15. 2–15
Understanding Organizational BehaviorUnderstanding Organizational Behavior
• Organizational Behavior (OB)Organizational Behavior (OB)
The study of the actions of people at work; people areThe study of the actions of people at work; people are
the most important asset of an organizationthe most important asset of an organization
• Early OB AdvocatesEarly OB Advocates
Robert OwenRobert Owen
Hugo MunsterbergHugo Munsterberg
Mary Parker FollettMary Parker Follett
Chester BarnardChester Barnard
17. 2–17
•A series of productivity experiments conductedA series of productivity experiments conducted
at Western Electric from 1927 to 1932.at Western Electric from 1927 to 1932.
•Experimental findingsExperimental findings
Productivity unexpectedly increased under imposedProductivity unexpectedly increased under imposed
adverse working conditions.adverse working conditions.
The effect of incentive plans was less thanThe effect of incentive plans was less than
expected.expected.
•Research conclusionResearch conclusion
Social norms, group standards and attitudes moreSocial norms, group standards and attitudes more
strongly influence individual output and work behaviorstrongly influence individual output and work behavior
than do monetary incentives.than do monetary incentives.
The Hawthorne StudiesThe Hawthorne Studies
18. 2–18
The Systems ApproachThe Systems Approach
• System DefinedSystem Defined
A set of interrelated and interdependent partsA set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.arranged in a manner that produces a unified whole.
• Basic Types of SystemsBasic Types of Systems
Closed systemsClosed systems
Are not influenced by and do not interact with theirAre not influenced by and do not interact with their
environment (all system input and output is internal).environment (all system input and output is internal).
Open systemsOpen systems
Dynamically interact to their environments by taking in inputsDynamically interact to their environments by taking in inputs
and transforming them into outputs that are distributed intoand transforming them into outputs that are distributed into
their environments.their environments.
20. 2–20
Implications of the Systems ApproachImplications of the Systems Approach
• Coordination of the organization’s parts isCoordination of the organization’s parts is
essential for proper functioning of the entireessential for proper functioning of the entire
organization.organization.
• Decisions and actions taken in one area of theDecisions and actions taken in one area of the
organization will have an effect in other areas oforganization will have an effect in other areas of
the organization.the organization.
• Organizations are not self-contained and,Organizations are not self-contained and,
therefore, must adapt to changes in theirtherefore, must adapt to changes in their
external environment.external environment.
21. 2–21
The Contingency ApproachThe Contingency Approach
• Contingency Approach DefinedContingency Approach Defined
Also sometimes called theAlso sometimes called the situational approach.situational approach.
There is no one universally applicable set ofThere is no one universally applicable set of
management principles (rules) by which to managemanagement principles (rules) by which to manage
organizations.organizations.
Organizations are individually different, face differentOrganizations are individually different, face different
situations (contingency variables), and requiresituations (contingency variables), and require
different ways of managing.different ways of managing.
22. 2–22
Exhibit 2–7Exhibit 2–7 Popular Contingency VariablesPopular Contingency Variables
• Organization size
• As size increases, so do the problems of coordination.
• Routineness of task technology
• Routine technologies require organizational structures,
leadership styles, and control systems that differ from
those required by customized or nonroutine technologies.
• Environmental uncertainty
• What works best in a stable and predictable environment
may be totally inappropriate in a rapidly changing and
unpredictable environment.
• Individual differences
• Individuals differ in terms of their desire for growth,
autonomy, tolerance of ambiguity, and expectations.
24. 2–24
Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)
• GlobalizationGlobalization
Management in international organizationsManagement in international organizations
Political and cultural challenges of operating in aPolitical and cultural challenges of operating in a
global marketglobal market
Working with people from different culturesWorking with people from different cultures
Coping with anticapitalist backlashCoping with anticapitalist backlash
Movement of jobs to countries with low-cost laborMovement of jobs to countries with low-cost labor
• EthicsEthics
Increased emphasis on ethics education in collegeIncreased emphasis on ethics education in college
curriculumscurriculums
Increased creation and use of codes of ethics byIncreased creation and use of codes of ethics by
businessesbusinesses
25. 2–25
Exhibit 2–8Exhibit 2–8 A Process for Addressing Ethical DilemmasA Process for Addressing Ethical Dilemmas
Step 1: What is the ethical dilemma?
Step 2: Who are the affected stakeholders?
Step 3: What personal, organizational, and
external factors are important to
my decision?
Step 4: What are possible alternatives?
Step 5: Make a decision and act on it.
26. 2–26
Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)
• Workforce DiversityWorkforce Diversity
Increasing heterogeneity in the workforceIncreasing heterogeneity in the workforce
More gender, minority, ethnic, and other forms of diversity inMore gender, minority, ethnic, and other forms of diversity in
employeesemployees
Aging workforceAging workforce
Older employees who work longer and do not retireOlder employees who work longer and do not retire
The increased costs of public and private benefits for olderThe increased costs of public and private benefits for older
workersworkers
An increasing demand for products and services related toAn increasing demand for products and services related to
aging.aging.
27. 2–27
Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)
• Entrepreneurship DefinedEntrepreneurship Defined
The process of starting new businesses, generally inThe process of starting new businesses, generally in
response to opportunities.response to opportunities.
• Entrepreneurship processEntrepreneurship process
Pursuit of opportunitiesPursuit of opportunities
Innovation in products, services, or business methodsInnovation in products, services, or business methods
Desire for continual growth of the organizationDesire for continual growth of the organization
28. 2–28
Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)
• E-Business (Electronic Business)E-Business (Electronic Business)
The work preformed by an organization usingThe work preformed by an organization using
electronic linkages to its key constituencieselectronic linkages to its key constituencies
E-commerce: the sales and marketing aspect of an e-E-commerce: the sales and marketing aspect of an e-
businessbusiness
• Categories of E-BusinessesCategories of E-Businesses
E-business enhanced organizationE-business enhanced organization
E-business enabled organizationE-business enabled organization
Total e-business organizationTotal e-business organization
30. 2–30
Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)
• Learning OrganizationLearning Organization
An organization that has developed the capacity toAn organization that has developed the capacity to
continuously learn, adapt, and change.continuously learn, adapt, and change.
• Knowledge ManagementKnowledge Management
The cultivation of a learning culture whereThe cultivation of a learning culture where
organizational members systematically gather andorganizational members systematically gather and
share knowledge with others in order to achieveshare knowledge with others in order to achieve
better performance.better performance.
31. 2–31
Exhibit 2–10Exhibit 2–10 Learning Organization versus Traditional OrganizationLearning Organization versus Traditional Organization
32. 2–32
Current Trends and Issues (cont’d)Current Trends and Issues (cont’d)
• Quality ManagementQuality Management
A philosophy of management driven by continualA philosophy of management driven by continual
improvement in the quality of work processes andimprovement in the quality of work processes and
responding to customer needs and expectationsresponding to customer needs and expectations
Inspired by the total quality management (TQM) ideasInspired by the total quality management (TQM) ideas
of Deming and Juranof Deming and Juran
Quality is not directly related to costQuality is not directly related to cost
Poor quality results in lower productivityPoor quality results in lower productivity
33. 2–33
Exhibit 2–11Exhibit 2–11 What is Quality Management?What is Quality Management?
Intense focus on the customer.
Concern for continual improvement
Process-focused.
Improvement in the quality of everything.
Accurate measurement.
Empowerment of employees.
34. 2–34
Terms to KnowTerms to Know
• division of labor (or jobdivision of labor (or job
specialization)specialization)
• Industrial RevolutionIndustrial Revolution
• scientific managementscientific management
• therbligstherbligs
• general administrative theorygeneral administrative theory
• principles of managementprinciples of management
• bureaucracybureaucracy
• quantitative approachquantitative approach
• organizational behavior (OB)organizational behavior (OB)
• Hawthorne StudiesHawthorne Studies
• systemsystem
• closed systemsclosed systems
• open systemsopen systems
• contingency approachcontingency approach
• workforce diversityworkforce diversity
• entrepreneurshipentrepreneurship
• e-business (electronice-business (electronic
business)business)
• e-commerce (electronice-commerce (electronic
commerce)commerce)
• intranetintranet
• learning organizationlearning organization
• knowledge managementknowledge management
• quality managementquality management