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Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

2. Influences Having an Impact on Organizations & Management
Social Forces … values, needs, and standards of behavior
Political Forces … influence of political and legal institutions on people & organizations
Economic Forces … forces that affect the availability, production, & distribution of a society’s resources

3. Management Perspectives Over Time
2000
2010
The Technology-Driven Workplace
1990
2010
The Learning Organization
1980
Total Quality Management
2000
1970
Contingency Views
2000
1950
2000
Systems Theory
1940
Management Science Perspective
1990
1930
Humanistic Perspective
1990
1890
Classical
1940

4. Classical Perspective Three Sub-Fields
Scientific
Bureaucratic Organizations
Administrative Principles

5. Characteristics of Scientific Management
General Approach
Developed standard method for performing each job.
Selected workers with appropriate abilities for each job.
Trained workers in standard method.
Supported workers by planning work and eliminating interruptions.
Provided wage incentives to workers for increased output.
Contributions
Demonstrated the importance of compensation for performance.
Initiated the careful study of tasks and jobs.
Demonstrated the importance of personnel and their training.
Criticisms
Did not appreciate social context of work and higher needs of workers.
Did not acknowledge variance among individuals.
Tended to regard workers as uninformed and ignored their ideas.

6. Bureaucracy Organizations
Labor is divided with clear definitions of authority and responsibility.
Positions are in hierarchy of authority.
Personnel are selected and promoted based on qualifications.
Management is separate from the ownership.
Rules and procedures ensure reliable, & predictable behavior.
Rules are impersonal and uniformly applied.
SOURCE: Adapted from Max Weber, The Theory of Social and Economic Organizations, ed. and trans. A.M. Henderson and Talcott Parsons (New York: Free Press, 1947),

7. Administrative Principles
Contributors to this approach, Henri Fayol, Mary Parker, and Chester I. Barnard
Focused on organization rather than the individual
Delineated the management functions of planning, organizing, commanding, coordinating, and controlling

8. Henri Fayol’s 14 Points Division of labor Authority Discipline
Unity of command
Unity of direction
Subordination of individual interest
Remuneration
Centralization
Scalar chain
Order
Equity
Stability and tenure of staff
Initiative
Esprit de corps

9. Hawthorne Studies Ten year study Four experimental &
three control groups
Five different tests
Test pointed to factors other than illumination for productivity
1st Relay Assembly Test Room experiment, was controversial, test lasted 6 years
Interpretation, money not cause of increased output
Factor that increased output, Human Relations

10. Abraham Maslow’s Hierarchy Based on needs satisfaction
General Examples
Organizational Examples
Self-fulfillment
Self-actualization
Challenging Job
Status
Esteem
Job Title
Friendship
Belonging
Friends
Stability
Safety
Retirement Plan
Shelter
Physiological
Wages
Based on needs satisfaction

11. Douglas McGregor Theory X & Y
Theory Y
People are lazy
People lack ambition
Dislike responsibility
People are self-centered
People don’t like change
People are energetic
People want to make contributions
People do have ambition
People will seek responsibility

12. Behavioral Sciences Approach
Develops theories about human behavior based on scientific methods & study
Sub-field of the Humanistic Perspective
Applies social science in an organizational context
In understanding employees draws from economics, psychology, sociology

13. Management Science Perspective
Emerged after WW II
Distinguished for its application of mathematics, statistics to problem solving
Operations Research emerged
Operations Management emerged
Information Technology

14. Three Contemporary Trends
Systems Theory
Contingency View
Total Quality Management (TQM)
Managers need certain core skills and basic understanding of management and leadership if they plan to operate within a TQM System. This site has several core modules.

15. Systems View

16. Contingency View

17. Elements of a Learning Organization
Team-Based
Structure
Learning Organization
Empowered Employees
Open Information

18. Types of E-Commerce Business-to-Consumer B2C Selling Products and
Services Online
Consumer-to-Consumer C2C
Electronic Markets Created by Web-Based Intermediaries
Business-to-Business B2B
Transactions Between Organizations