1. APPROACHES TO MANAGEMENT

2. CLASSICAL APPROACHES SCIENTIFIC MANAGEMENT MENTAL REVOLUTION BUILD A BODY OF KNOWLEDGE –SEPARATE PLANNING AND DOING –ONE BEST WAY - TIME & MOTION STUDIES –SELECT AND TRAIN –REWARD FOR PERFORMANCE –COOPERATE

3. CLASSICAL APPROACHES GENERAL ADMINISTRATION HENRI FAYOL –14 PRINCIPLES –UNIVERSAL APPLICATION

4. CLASSICAL APPROACHES GENERAL ADMINISTRATION IDEAL BUREAUCRACY - WEBER –Division of labor –Authority and hierarchy –Formal rules and regulations –Impersonality –Career orientation

5. BEHAVIOR APPROACHES HUMAN RELATIONS HAWTHORNE STUDIES - MAYO ACCEPTANCE AUTHORITY THEORY X, THEORY Y BARNARD - COMMUNICATIONS

6. BEHAVIOR APPROACHES HUMAN RESOURCES HUMANS ARE VALUABLE ASSETS HUMAN ASSET ACCOUNTING

7. QUANTITATIVE APPROACHES OPERATIONS MANAGEMENT MANAGEMENT SCIENCE

8. “NEWER” APPROACHES PROCESS APPROACH SYSTEMS APPROACH CONTINGENCY THEORY

9. JAPANESE MANAGEMENT PARTICIPATION LIFE-LONG EMPLOYMENT

10. THEORY Z PARTICIPATION –Japanese Society = Homogeneous –U.S. Society = Heterogeneous LIFE-LONG EMPLOYMENT –In Japan, Japanese, male, under 55

11. TOTAL QUALITY MANAGEMENT CUSTOMER FOCUS CONTINUAL IMPROVEMENT QUALITY MEASUREMENT - SPC EMPOWERMENT

12. TQM “failed?” ONLY PHYSICAL QUALITY ONLY CONTINUAL IMPROVEMENT ONLY MEASUREMENT - SPC ONLY EMPOWERMENT ONLY EMPLOYEE INVOLVEMENT

13. EMPOWERMENT? SAME AS “PROPER” DELEGATION OF AUTHORITY? PROBLEM WHEN IT BECOMES A “PROGRAM” –WORKSHOP –NOTEBOOK –NOT PART OF COMPANY LIFE

14. RE-ENGINEERING? COMPLETELY RE-DESIGN –STUDY –“RATIONALIZE” USED AS: –EXCUSE TO FIRE PEOPLE? –CUT “ACROSS THE BOARD?”

15. THEME: HISTORY USEFUL CONCEPTS IN EVERY APPROACH PROBLEMS WHEN –APPLIED AS THE ANSWER –APPLIED ONE PART –APPLIED INCORRECTLY –BECAME A FAD

16. THEME: HISTORY UNDERSTAND THEORIES, CONCEPTS, TOOLS APPLY PROPERLY –WHEN –WHERE –WHY –HOW –WHEN/WHY TO NOT APPLY