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STEPHEN P. ROBBINS
Chapter
2
2007 Prentice Hall, Inc.
All rights reserved.
MARY COULTER
Management
Yesterday and Today
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Scientific Management
Describe the important contributions made by Fredrick
W. Taylor and Frank and Lillian Gilbreth.
Explain how todays managers use scientific
management.
22
L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
Quantitative Approach
Explain what the quantitative approach has contributed to
the field of management.
Discuss how todays managers use the quantitative
approach.
2007 Prentice Hall, Inc. All rights reserved.
23
L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
24
L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
25
Adam Smith
Published The Wealth of Nations in 1776
Industrial Revolution
Substituted machine power for human labor
Created large organizations in need of management
26
Exhibit 2
21 Development of Major Management Theories
27
28
Scientific Management
Fredrick Winslow Taylor
The father of scientific management
Published Principles of Scientific Management (1911)
29
Exhibit 2
22 Taylors Four Principles of Management
210
211
Max Weber
Developed a theory of authority based on an ideal
type of organization (bureaucracy)
212
Exhibit 2
23 Fayols 14 Principles of Management
1. Division of work.
7.
Remuneration.
2. Authority.
8.
Centralization.
3. Discipline.
9.
Scalar chain.
4. Unity of command.
10. Order.
5. Unity of direction.
11. Equity.
6. Subordination of
individual interests
to the general
interest.
213
Exhibit 2
24 Webers Ideal Bureaucracy
214
215
Early OB Advocates
Robert Owen
Hugo Munsterberg
Mary Parker Follett
Chester Barnard
216
Exhibit 2
25 Early Advocates of OB
217
Research conclusion
Social norms, group standards and attitudes more
strongly influence individual output and work behavior
than do monetary incentives.
2007 Prentice Hall, Inc. All rights reserved.
218
Open systems
219
Exhibit 2
26 The Organization as an Open System
220
221
222
Exhibit 2
27 Popular Contingency Variables
Organization size
As size increases, so do the problems of coordination.
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.
2007 Prentice Hall, Inc. All rights reserved.
223
224
Ethics
Increased emphasis on ethics education in college
curriculums
Increased creation and use of codes of ethics by
businesses
2007 Prentice Hall, Inc. All rights reserved.
225
Exhibit 2
28 A Process for Addressing Ethical Dilemmas
226
Aging workforce
227
Entrepreneurship process
Pursuit of opportunities
Innovation in products, services, or business methods
Desire for continual growth of the organization
228
Categories of EE-Businesses
E-business enhanced organization
E-business enabled organization
Total ee-business organization
229
Exhibit 2
29 Categories of EE-Business Involvement
230
Knowledge Management
The cultivation of a learning culture where
organizational members systematically gather and
share knowledge with others in order to achieve
better performance.
231
Exhibit 2
210 Learning Organization versus Traditional Organization
232
233
Exhibit 2
211 What is Quality Management?
234
Terms to Know
division of labor (or job
specialization)
Industrial Revolution
scientific management
therbligs
general administrative theory
principles of management
bureaucracy
quantitative approach
organizational behavior (OB)
Hawthorne Studies
system
closed systems
open systems
contingency approach
workforce diversity
entrepreneurship
e-business (electronic
business)
e-commerce (electronic
commerce)
intranet
learning organization
knowledge management
quality management
235