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《INFM 612 Chapter 2 PP slides_pptx》.pptx
Chapter 2;Studying management history helps your conceptual skills
Social Forces – influence of culture that guides people and relationships
Political Forces – influence of political and legal institutions
Economic Forces – the availability, production, and distribution of resources
;2.1 Management Perspectives over Time;Emerged during the nineteenth and early twentieth centuries
Rise of the factory system
Issues regarding structure, training, and employee satisfaction
Large, complex organizations required new approaches to coordination and control
Three subfields: scientific management, bureaucratic organizations, and administrative principles;Improve efficiency and labor productivity through scientific methods
Frederick Winslow Taylor proposed that workers “could be retooled like machines”
Management decisions would be based on precise procedures based on study
Henry Gantt developed the Gantt Chart to measure and plan work
The Gilbreth’s pioneered time and motion studies to promote efficiency;2.2 Characteristics of Scientific Management;Max Weber, a German theorist, introduced the concepts
Manage organized on an impersonal, rational basis
Organization depends on rules and records
Managers use power instead of personality to delegate
Although important productivity gains
come from this foundation, bureaucracy
has taken on a negative tone;2.3 Characteristics of Weberian Bureaucracy;Focused on the entire organization
Henri Fayol, a French mining engineer, was a major contributor
Identified five functions of management: planning, organizing, commanding, coordinating, and controlling
14 general principles of management; many still used today:
Unity of command
Division of work
Unity of direction
Scalar chain;Mary Parker Follett and Chester Barnard
Understand human behaviors, needs, and attitudes in the workplace
Importance of people rather than engineering techniques: contrast to scientific management
Empowerment: facilitating instead of controlling
Recognition o
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