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Mgmt theory
This document summarizes several influential management theories: 1) Frederick Taylor's scientific management theory focused on analyzing workflows to increase economic efficiency through principles like scientific selection of workers and splitting work into equal tasks. 2) Henri Fayol identified 6 primary management functions: forecasting, planning, organizing, commanding, coordinating, and controlling. 3) Max Weber's theory proposed bureaucratic management with organizational hierarchies, standard operating procedures, and clear lines of authority and control. 4) The Hawthorne studies found that social factors like attention from managers can increase worker productivity, challenging the view that people act purely rationally and economically.
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Mgmt theory
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- 2. FREDRICK TAYLOR: SCIENTIFICMGMT Analysis and synthesis of workflow: economic efficiency . Principles: 1. Development of true science 2. Scientific selection of workmen, Scientific education 3. Cooperation between MGMT and workers 4. Splitting work into equal shares, teamwork
- 3. HENRI FAYOL: 6PRIMARY MGMT FUNCTIONS 1) Forecasting 2) Planning 3) Organizing 4) Commanding 5) Coordinating 6) Controlling
- 4. MAX WEBER: BUREAUCRATICMGMT Divide the Organization into hierarchies Develop standard operating procedures Strong lines of authority and control
- 5. HAWTHORNE: HAWTHORNE EFFECT Ahappy worker is a good worker People are not naturally rational or economic beings (that’s what MGMT is for) Social interaction is key Experiments with breaks
- 6. DEMING: PROFOUND KNOWLEDGE 1)Appreciation: for the system and interdependency 2) Variation: change MGMT style based on variables, workers, supplies, etc. 3) Theory of Knowledge: evaluate the process 4) Psychology: understand your people
- 7. DEMING CONT.: TOTALQUALITY MGMT Customer Satisfaction Teamwork Quality is #1 Shared commitment to quality
- 8. DOUGLASS MCGREGOR: THEORYX Theory X: People are lazy, don’t want to work 1) We dislike work 2) We must be controlled or coerced into working 3) We prefer to be directed, we don’t want responsibility
- 9. MCGREGOR: THEORY Y Workersrespond differently depending on how MGMT interact with them 1) Avg human does not hate work and it is as natural as play 2) People have self direction 3) Self actualization as motivation 4) Everyone seeks responsibility 5) Humans are creative and potential is only partially realized
- 10. WILLIAM OUCHI: THEORYZ Higher order of needs Lower-level needs: Employee’s well being Mid-level needs: incorporate the decision making process High-level needs: encourage responsibility
- 11. PETER DRUCKER: MGMTBY OBJECTIVES Setting goals Participative decision-making Implementing plans Performance feedback
- 12. SMITH: LAISSEZ FAIRE Specializationof Labor (even though it wastes a person’s mind) People are motivated by self interest and will do what benefits them the most