Mgmt theory
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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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Douglas McGregor proposed two theories of management styles: Theory X and Theory Y. Theory X assumes that employees dislike work and need close supervision, leading to an authoritarian management style. Theory Y assumes that employees can exercise self-direction and responsibility given the right conditions, leading to a participative management style that involves employees in decision making. McGregor argued that the most effective approach depends on whether management believes employees have positive or negative attitudes toward work.
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Douglas McGregor proposed Theory X and Theory Y to describe two different approaches to managing people based on underlying assumptions about human nature. Theory X assumes people dislike work and need to be coerced, while Theory Y assumes people can exercise self-direction and commitment if properly motivated. McGregor argued Theory Y would lead to more effective management by satisfying employees' higher-level needs and involving them in decision making. His ideas influenced later concepts like job enrichment and remain influential in management studies today despite some criticism.
Motivating Team Members
This document discusses various theories and frameworks for effectively motivating and leading teams. It covers Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and modern motivation theories like the three need theory, goal-setting theory, and equity theory. It provides suggestions for motivating employees like recognizing individual differences, matching people to jobs, using goals, and linking rewards to performance. It also discusses the stages of team growth and actions managers can take to build an effective team through creating identity, communicating objectives, and building mutual trust. Continuous professional development is emphasized as important for adapting to changing business demands.
Evolution of management theory itm ch02
This document provides an overview of the evolution of management theory from scientific management to modern approaches. It discusses early theorists like Taylor who developed scientific management principles focusing on efficiency. Later behavioral theorists studied human behavior and motivation in organizations. Additional schools of thought included systems theory which viewed organizations as complex systems. Contingency theory proposed that the best management approach depends on situational factors. The most recent dynamic engagement approach emphasizes adapting to constant rapid change through human relationships over time.
Evolution of management theories
Presentation on how the management theories were evolved and how does it affects our business & plans.
Chapter 01 Organizational Behavior
Douglas McGregor proposed Theory X and Theory Y to describe different assumptions managers make about employee motivation. Theory X assumes employees dislike work and need to be closely controlled and motivated by rewards and punishments. Theory Y assumes that work can be as natural as play, and that employees can be self-motivated to achieve organizational goals if properly managed. The document discusses how Whole Foods embraces Theory Y principles by hiring positive employees and empowering them, resulting in higher productivity and sales. It also compares Maslow's hierarchy of needs and Herzberg's two-factor theory to Theory Y in explaining employee motivation.
Motivation.ppt
The document discusses several theories of motivation: McGregor's Theory X and Theory Y describe different views of employee motivation and productivity; Taylor's scientific management theory claims money primarily motivates workers; Mayo found positive attention and involvement in decisions improves motivation; Herzberg identified hygiene and motivator factors; Maslow's hierarchy of needs proposes people are motivated to fulfill lower level needs before pursuing higher level needs.
History of management thought
This document discusses the evolution of management theories from the late 19th century to present. It covers classical theories like scientific management, administrative management, and behavioral management. Scientific management focused on improving efficiency through tasks analysis and standardization. Administrative management emphasized formal rules, procedures, and hierarchies. Behavioral management viewed people as social and self-actualizing based on studies like the Hawthorne experiments. Later theories incorporated human motivation and emphasized empowerment.
2. History Of Management
This document discusses the evolution of management theories from the late 19th century to present. It covers classical theories like scientific management, administrative management, and behavioral management. Scientific management focused on improving efficiency through tasks analysis and standardization. Administrative management emphasized formal roles, rules, and hierarchies. Behavioral management viewed people as social and self-actualizing based on studies like the Hawthorne experiments. Later theories incorporated human motivation and emphasized empowerment.
People at work
The document discusses various theories and concepts related to engineering management and people at work. It describes Frederick Taylor's scientific management principles which argued production should be based on scientific principles of measurement and control. Later, the Hawthorne experiments found productivity increased when workers had autonomy over their tasks. Maslow's hierarchy of needs and McGregor's Theory X and Theory Y described different management styles and what motivates workers. Drucker advocated delegating responsibilities and motivating teams to meet objectives. Deming's 14 points also emphasized continuous improvement, training, teamwork and eliminating fear in the workplace. The document concludes that both individuals and teams are complex with varying talents, skills and motivations.
Motivation and controlling usman hadif university of sargodha
This document summarizes several theories of motivation in management. It discusses intrinsic and extrinsic motivation and provides overviews of Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, McClelland's acquired needs theory, expectancy theory, and goal setting theory. It also covers McGregor's Theory X and Y, controlling processes, effective control systems, and contingency factors that affect organizational design such as strategy, environment, size, age, and technology.
mgt162 chapter1
The document provides an overview of management concepts including:
1) Definitions of management, organization, and manager;
2) The management process involves planning, organizing, leading, and controlling;
3) Management thought has evolved from classical, behavioral, systems, and contingency perspectives as the field incorporates human behavior and situational factors.
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This document discusses various perspectives on organizing and management. It addresses definitions of organizing, organizations, and management. Different management functions are outlined including planning, organizing, leading, and controlling. Classical and human relations approaches to management theory are examined. Key figures in these approaches like Taylor, Fayol, Weber, Mayo and McGregor are referenced along with concepts like scientific management, bureaucracy, and the Hawthorne effect. Challenges in studying organizations are also noted.
Management Theories.pptx
Classical management theory emerged in the early 20th century as organizations looked for ways to increase productivity and profits. It includes scientific management, administrative management, and bureaucratic management. Scientific management focused on finding the most efficient ways to perform tasks. Administrative management defined management functions and the division of labor. Bureaucratic management emphasized standardized rules, impersonality, and hierarchy. Later theories emphasized behavioral factors, quantitative analysis, systems thinking, and contingency based on situational factors. Overall, the document provides an overview of several important management theories that developed over the 20th century from a classical and mechanistic view to considerations of human and situational factors.
grade 11 organization and management: lesson 1
Management refers to coordinating work activities to achieve organizational goals. It involves teamwork and people working harmoniously. Management is essential in any organization and is goal-oriented, universal, continuous, multi-disciplinary, and both a science and an art. Early management theories focused on physical resources and job tasks, while later theories emphasized psychology and group relationships. The systems approach views the organization as an adaptive system that must adjust to its environment through interconnected subsystems like input, process, output, feedback, and the external environment.
Im 1013 Chapter 15 & 16
This document discusses several theories of motivation and leadership. It defines motivation and discusses early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary motivation theories discussed include McClelland's needs for achievement, power and affiliation and goal setting theory. It also discusses leadership theories like trait, behavioral, situational and contingency theories, including Fiedler's contingency model. Contemporary issues in motivation like cultural differences and flexible work arrangements are also covered.
Concept of industrial management
The document discusses various concepts of industrial management including its scope and functions. It describes Taylor's scientific management approach which emphasized science over rules of thumb, harmony over discord between management and labor, and cooperation over individualism. It also covered Fayol's principles of management, McGregor's Theory X and Theory Y about employee motivation, Mayo's Hawthorne experiments on the impact of working conditions, Herzberg's two-factor theory of motivation, and Maslow's hierarchy of human needs.
Ob 8
This document discusses several theories of motivation:
- Maslow's hierarchy of needs identifies physiological, safety, social, esteem, and self-actualization needs that motivate human behavior.
- McGregor's Theory X and Theory Y describe assumptions about employee motivation and behavior in the workplace.
- Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that motivate employees and extrinsic job factors like pay that cause dissatisfaction.
- Other theories discussed include ERG theory, McClelland's needs theory, goal-setting theory, and equity theory.
Introduction to Management,Nature,Importance,SKills of a Manager,Administrati...
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This document provides an overview of management concepts, including:
- Definitions of management from various thinkers such as Mary Parker Follett and F.W. Taylor.
- The nature of management including that it is goal-oriented, a social process, multidisciplinary, and both a science and an art.
- Key management functions including planning, organizing, staffing, directing, and controlling.
- Important management skills such as technical, conceptual, and human skills.
- Classical management theories from thinkers like Taylor with scientific management and Fayol with administrative principles.
The document covers many fundamental aspects of management in under 10 pages at a high level.Similar to Mgmt theory (20)
Historical roots of contemporary management practices
Historical roots of contemporary management practices
Motivation and controlling usman hadif university of sargodha
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Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
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Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
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Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
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2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
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Mgmt theory
- 2. FREDRICK TAYLOR: SCIENTIFIC MGMT 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: 6 PRIMARY MGMT FUNCTIONS 1) Forecasting 2) Planning 3) Organizing 4) Commanding 5) Coordinating 6) Controlling
- 4. MAX WEBER: BUREAUCRATIC MGMT Divide the Organization into hierarchies Develop standard operating procedures Strong lines of authority and control
- 5. HAWTHORNE: HAWTHORNE EFFECT A happy 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.: TOTAL QUALITY MGMT Customer Satisfaction Teamwork Quality is #1 Shared commitment to quality
- 8. DOUGLASS MCGREGOR: THEORY X 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 Workers respond 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: THEORY Z 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: MGMT BY OBJECTIVES Setting goals Participative decision-making Implementing plans Performance feedback
- 12. SMITH: LAISSEZ FAIRE Specialization of Labor (even though it wastes a person’s mind) People are motivated by self interest and will do what benefits them the most
Editor's Notes
- Develop the most efficient scientific way of completing the jobSelect the men based on competency and train them scientifically
- People respond well when they feel valued