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History and Theories of Management (Scientific Management (The father,…

- - - - Domination: Not ideal as one side wins and the other side loses.
      - Compromise: More ideal as each party gives up some of what they want in order to reach an agreement to reduce or settle the conflict
      - Integrative conflict resolution: Best solution as both parties indicate their preferences and work together to fin an alternative that meets both parties needs
    - - 2 groups of six experienced female workers (5 to do the work and one to supply needed parts) were separated from the main part of the factory by a 10-foot partition. Over the next 5 years, they were introduced to various lighting, financial incentives, work breaks, to study productivity. Noticed that productivity increased substantially
      - The "Hawthorne Effect" showed that when management paid attention to workers; equal importance should be given to the social units (teams) that were created, demonstrated that human factors were more important than the physical conditions or the work environment.
    - - Defined organization as a system of consciously coordinated activities or forces of 2 or more persons.
      - People will be indifferent to managerial directives or orders if: they are understood, are consistent with the purpose of the organization, are compatible with personal interests, and can actually be carried out by the people
      - Best known for his ideas about cooperation and the acceptance of authority
- - - - Private gun collector and creator of the cotton gin determined that if parts were made accurately enough, guns could be made with standardized, interchangeable parts. Designed machine tools that allowed unslkilled workers to make parts the same as the next
    - - Wrote a book on "Descriptive Geometry" and explained techniques for drawing three-dimensional object on paper. Now aids manufactures to take three-dimensional designs from the computer to the production floor
    - - Due to the factory in Detroit burning down, management rented a new factory to get production up and running. The factory was smaller; therefore the company made o with "hand-to-mouth inventories" which each production station had only enough parts to do a short production run. Oldsmobile could place orders in the morning and have them completed by the afternoon (prior to the communication technologies of today)