1. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Studying management history helps your conceptual skills  Social forces – aspects of a culture that guide and influence relationships among people  Political forces – influence of political and legal institutions on people and organizations  Economic forces – the availability, production, and distribution of resources 2

3. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3

4.  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 4

5. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Three subfields:  Scientific management  Bureaucratic organizations  Administrative principles 5

6. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  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 6

7. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Henry Gantt developed the Gantt chart to measure and plan work  The Gilbreths pioneered time and motion studies to promote efficiency 7

8. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8

9.  Max Weber, a German theorist, introduced the concepts  Manage organizations on impersonal, rational basis  Organization depends on rules and records 9

10. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Managers use power instead of personality to delegate Although important productivity gains come from this foundation, bureaucracy has taken on a negative tone 10

11. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11

12. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Focused on the entire organization  Henri Fayol, a French mining engineer, was a major contributor  14 general principles of management; many still used today:  Unity of command  Division of work  Unity of direction  Scalar chain 12

13. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Identified five functions of management:  Planning  Organizing  Commanding  Coordinating  Controlling 13

14. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Understand human behaviors, needs, and attitudes in the workplace  Mary Parker Follett and Chester Barnard  Contrast to scientific management - Importance of people rather than engineering techniques 14

15. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Empowerment: facilitating instead of controlling  Recognition of the informal organization  Introduced acceptance theory of authority 15

16. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Effective control comes from within the employee  Hawthorne studies were key contributor  Human relations played key variable in increasing performance  Employees performed better when managers treated them positively  Strongly shaped management practice and research 16

17. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  From worker participation and considerate leadership to managing work performance  Combine motivation with job design  Maslow and McGregor extended and challenged current theories  Maslow’s Hierarchy  Theory X and Theory Y 17

18. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18

19. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting  Organizational development – field that uses behavioral sciences to improve organization 19

20. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Other strategies based on behavioral science:  Matrix organizations  Self-managed teams  Corporate culture  Management by wandering around 20

21. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Also referred to as management science  Use of mathematics and statistics to aid management decision making  Enhanced by development and perfection of the computer  Operations management focuses on the physical production of goods and services 21

22. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Information technology – focuses on technology and software to aid managers  Quants – financial managers who base their decisions on complex quantitative analysis 22

23. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  The ability to see the distinct elements of a situation as well as the complexities  System – set of interrelated parts that function as a whole to achieve a common purpose  Subsystems – are parts of the system that are all interconnected  Synergy – the whole is greater than the sum of its parts Managers must understand subsystem interdependence and synergy 23

24. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24

25. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Every situation is unique  Managers must determine what method will work  Managers must identify key contingencies for the current situation  Organizational structure should depend upon industry and other variables 25

26. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26

27. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Big data analysis  Technologies, skills, and processes for searching and examining massive, complex sets of data  Uncovers hidden patterns and correlations Supply Chain Management  Managing the sequence of suppliers and purchasers 27

28. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28

29. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  The Bossless Workplace  work from home  accountability to the customers and team  Employee Engagement  emotional involvement in the job  satisfaction with work conditions  enthusiastic contribution to the team 29