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Traditional and Contemporary Management, Griffin, R. W. (2017). Management…
Traditional and Contemporary Management
Pioneers
Robert Owen (1771-1858) Recognize importance of HR
Charles Babbage (1792-1871) Benefit a good relationship management - labor
Scientific Management
Piecework pay system: + pay for exceeding output
Soldiering: Working slower than their capabilities
Specialized management roles
Contributors
Frederick W. Taylor
Frank Gilberth
Lilian Gilberth
Henry Gantt
Chart for scheduling work
Harrington Emerson
Administrative Management
Managing the total organization
Contributors
Henri Fayol
Lyndall Urwick
Max Weber
Chester Barnard
Managerial functions, core processe
Planning
Organizing
Leading
Controlling
Bureaucracy: Structurin organizations efficiently
Behavioral Management Perspective
Emphasis on behavioral processes for workplace
Industrial Psycology
Psycological concepts to industrial settings
Hugo Munsterber - Key pioneer
Employee selection
Motivation
Mary Parker Follet
Behavior in organization understanding
Human Relations Movement
More satisfaction = + Performance
Abraham Maslow
Hierarchy of needs
Douglas McGregos
Theory X and Theory Y model
Organizational behavior
Understand human behavior diversity-relates issues
Quantitative Management Perspective
Management Science
Mathematical models development
Operations Management
Applied management science
Efficiently production
Planning & Controlling areas usage
Mathematical models may not be realistic
Integrating Perspectives
Aprecciation of the 3 areas
Organization as a system
Open Systems - Interaction w/environment
Closed systems - No interaction w/environment
Subsystems - system within a system
Synergy - Systems working together
Universal perspective
One best way to manage
Contingency perspective
Each organization is unique
Challenges
Unpredictable economy
Management of diversity
Employee privacy
Internet role
Globalization
Behavioral processes
Quality
Social media
Griffin, R. W. (2017). Management. Boston, USA: Cengage.