1. The Evolution of Management Thinking
GROUP 1:
Caisido, Costes, Stefanowitz, Te

2. Creative, dynamic management is a driving force behind the success of any business.
In today’s marketplace, change is rapid and managers are expected to deal with a broad set of issues and needs .

3. Management Perspectives Over Time
Exhibit 2.1, p.44
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
2010
1870

4. Classical perspective (emerged in the 19th and early 20th century)
In response to a problem businesses grapple with today:
how to make businesses efficient operating machines.
In the factory system, managers had the challenge of..
coordinating a huge, unskilled labor force
complex production systems
wide-ranging manufacturing operation.

5. Scientific Management: Frederick Winslow Taylor
Productivity could be improved only by a series of precise procedures developed from a scientific observation of a situation
Develop precise, standardized procedures for doing each job
Select workers with appropriate abilities
Train workers in the standard procedures
Plan work
Provide wage incentives for increased output

6. Scientific Management
While highly successful, this approach did not take into consideration the diversity of abilities and needs within the workforce.
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.

7. Administrative Principles
Organization rather than the individual
Contributed to the development of bureaucratic organization

8. Bureaucracy Organizations
Division of labor with clear definitions of authority and responsibilities
Positions organized in a hierarchy of authority
Personnel are selected and promoted based on technical qualifications
Administrative acts and decisions recorded in writing
Management is separate from the ownership of the organization
Managers subject to rules and procedures that will ensure reliable predictable behavior

9. Humanistic Perspective: Mark Parker Follett and Chester Barnard
Emphasis on human behaviors, needs and attitudes in the workplace over the economy and efficiency of production

10. Humanistic Perspective: Human Relations Movement
Emphasized satisfaction of employees’ basic needs as the key to increased worker productivity

11. Humanistic Perspective: Human Resource Perspective
Suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential

12. Humanistic Perspective: Behavioral Sciences Approach
Sub-field of the Humanistic Management Perspective
Understand employee behavior and interaction in an organizational setting

13. Based on needs satisfaction
Abraham Maslow’s Hierarchy of Needs
Self-actualization
Esteem
Belongingness
Safety
Physiological
Based on needs satisfaction

14. Theory X & Y: Douglas McGregor
THEORY X ASSUMPTIONS
Dislike work –will avoid it
Must be coerced, controlled, directed, or threatened with punishment
Prefer direction, avoid responsibility, little ambition, want security
THEORY Y ASSUMPTIONS
Do not dislike work
Self direction and self control
Seek responsibility
Imagination, creativity widely distributed
Intellectual potential only partially utilized

15. Theory X & Y: Douglas McGregor
Few companies today still use Theory X
Many are trying Theory Y techniques

16. Management Science Perspective
Emerged after WW II
Applied mathematics, statistics, and other quantitative techniques to managerial problems
Operations Research – mathematical modeling
Operations Management – specializes in physical production of goods or services
Information Technology – reflected in management information systems

17. Recent Historical Trends
Systems Theory
Contingency View
Total Quality Management (TQM)

18. Systems Theory
views an organization as a series of interconnected systems that affect and are effected by each other

19. Contingency View of Management
addresses one of the weaknesses of the classical perspective by viewing all employees and situations as unique, as opposed to uniform and generalizable.
Successful resolution of organizational problems is thought to depend on managers’ identification of key variations in the situation at hand

20. Total Quality Management (TQM)
Focus on managing the total organization to deliver customer quality
Employee involvement
Focus on the customer
Benchmarking
Continuous improvement

21. Learning Organization (Elements)
Team-Based Structure
Learning Organization
Empowered Employees
Open Information
Exhibit 2.7, p. 61

22. The Technology-Driven Workplace 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
Exhibit 2.8, p. 63

23. References
Wikipedia.com
Swlearning.com
Prinman handouts