1. Chapter 3: History, Globalization, and Value-Based Leadership Learning Objectives
Learn about the history of principles of management
Be able to identify the contributors to management principles
Know the context for contemporary principles of management
Discuss corporations as social movements
Understand the nature of Learning Organizations
Understand key global trends
Appreciate the importance of value-based leadership (ethics) in management

2. Management History The Classical Perspective
The Behavioral Perspective
The Quantitative Perspective
Integrating Perspectives
Contemporary Management Ideas

3. Management History

4. Early Management Principles
Henri Fayol
Fayol’s 14 Principles
Frederick Taylor
Scientific Management
Taylorism
Frank and Lillian Gilbreth
Motion Studies

5. Henri Fayol: Father of Administrative Mgt.
14 Principles of Management
Five basic management functions
Planning, Organizing. Commanding, Coordinating, Controlling

6. Fayol’s Principles of Management (1-7)
Specialization/Division of Labor
Authority/Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of Individual Interest
Remuneration

7. Principles of Management (8-14)
Centralization
Line of Authority
Order
Equity
Stability of Tenure
Initiative
Esprit de Corps

8. Scientific Management Pioneers
Frederick W. Taylor: Father of Scientific Mgt.
Frank & Lillian Gilbreth: Time & motion
studies and many mgt. and HR techniques)

9. Limitations of Early Theorists
Shift to Knowledge Workers
Dehumanized Workers
Manual Labor Force

10. MANAGEMENT IDEAS OF THE 1990s
Peter Drucker
Tom Peters and Robert Waterman
Warren Bennis

11. Contemporary Views of Management

12. CORPORATIONS AS SOCIAL MOVEMENTS
We are connected “virtually”
Fluid boundaries
Reduction of formal procedures
Dynamic and shifting authority structures
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13. Social Networking in Organizations
Assists in
Identifying
Experts
Efficient sharing Social
Of Information Networking
Showcases
Skills, Talent
And Knowledge

14. LEARNING ORGANIZATIONS
Systematic problem solving
Experimentation
Learning from past experience
Learning from others
Transferring knowledge

15. GLOBALIZATION AND CROSS-CULTURAL LESSONS
Work environments are more diverse than ever before Cultural and language differences require diverse management approaches

16. Eight Dimensions of Culture
Performance Orientation
Uncertainty Avoidance
Assertiveness
Power Distance
Gender Egalitarianism
Institutional Collectivism
Humane Orientation
Future Orientation

17. Values-Based Leadership
Managers face many ethical challenges Managers must model ethical behavior and uphold values and standards

18. Ethical Expectations vs. Reality
Ethical Lapse
Pressure to meet unrealistic business objectives/deadlines
A desire to further one’s career
A desire to protect one’s livelihood

19. 2002 Sarbanes-Oxley Act
Requires companies to define a code of ethics as a codification of standards that is reasonably necessary to deter wrongdoing and to promote honest and ethical conduct
Corporate Examples of Ethical Misdeeds
Arthur Anderson
Enron

20. Integrating Ethics Into
Managerial Decision Making
Assess the situation
Consider the stakeholder’s point of view
Consider all possible alternatives
Pay attention to how it makes you feel
Make a decision
Monitor outcomes