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Questions and Answers
Who is considered the 'Father' of scientific management?
Frederick Winslow Taylor
The construction of a single pyramid occupied more than __________ workers for 20 years.
100,000
What did Adam Smith's 'The Wealth of Nations' discuss?
What was a key feature of management during the Industrial Revolution?
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Match the following theorists with their respective contributions:
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The Quantitative Approach focuses solely on qualitative techniques.
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What is the function of authority according to Fayol's principles?
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Which principle of management states that every employee should receive orders from only one superior?
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What does Total Quality Management (TQM) focus on?
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Study Notes
Management History
- Management has existed for thousands of years, with evidence of large-scale projects like the Egyptian pyramids, the Great Wall of China, and the city of Venice.
- These projects required coordination and management of numerous people, resources, and tasks.
Job Specialization
- Adam Smith's "The Wealth of Nations" (1776) introduced the concept of job specialization, also known as division of labor.
- Job specialization increases productivity by breaking down jobs into narrow, repetitive tasks, increasing worker skill and dexterity, and saving time lost in changing tasks.
Industrial Revolution
- The Industrial Revolution started in the late 18th century, substituting machine power for human power.
- Factories became more economical, requiring "managers" to forecast demand, ensure supplies, assign tasks, and direct daily activities.
Classical Approach (1911-1947)
1.1 Scientific Management
- Frederick Winslow Taylor, "Father of Scientific Management," aimed to develop the "one best way" for a job to be done.
- Taylor used microchronometers to detect and eliminate wasted motion, increasing productivity by putting the right person on the job with the correct tools and equipment.
1.2 General Administrative Theory
- Henry Fayol focused on the activities of all managers, developing 14 principles of management applicable to all organizational situations.
- Fayol's principles include division of work, authority, discipline, unity of command, and unity of direction, among others.
1.3 Bureaucracy
- Max Weber, a German sociologist, studied and developed a theory of authority structures, calling the ideal type of organization a "bureaucracy."
- Weber's bureaucracy is characterized by division of labor, clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
Behavioral Approach (Late 1700s-1950s)
- This approach focuses on the actions (behavior) of people at work, also known as organizational behavior (OB).
- The Hawthorne Studies showed that group pressure, acceptance, and security have a greater impact on individual work behavior than incentive plans.
Quantitative Approach (1940s-1950s)
- This approach uses quantitative techniques to improve decision making, applying statistics, optimization models, computer simulations, and other quantitative techniques to management activities.
- The airline industry's "reverse pyramid" boarding process is an example of a quantitative approach, saving at least 2 minutes in boarding time.
- Total quality management (TQM) is a management philosophy devoted to continual improvement and responding to customer needs and expectations.
Contemporary Approach (1960s-Present)
- This approach shifts focus from internal concerns to the external environment outside the organization.
- Two contemporary management perspectives are part of this approach: systems and contingency.
- A system is a set of interrelated and interdependent parts arranged to produce a unified whole, with closed and open systems being distinct.
- The contingency approach, also known as situational approach, recognizes that organizations face different situations and require different ways of managing, using an "if, then" approach.
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Description
Explore the history of management from ancient civilizations, including the construction of the Egyptian pyramids, to understand the evolution of management practices.