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Frederick W. Taylor defined the techniques of scientific managment, the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
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Max Weber, at the turn of the century, developed a formal system of oraganization and administration designed to ensure efficiency and effectiveness. This system is based on five principals.
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Henery Ford Implamented the use of his assembly line. This mimamized the motion workers did and increased production. According to ford there are three principals of assembly.
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Fayol identified 14 principles he believed essential to increase the efficiencey of the managment process.
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Fayol identified five functions of managment: Planning, Organizing, Commanding, Coordinating, and Controlling.
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Dupont develops a multidivisional structure to cope with diversified business.
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The Hawthorne studies were done from 1924-1932. These studies were an attempt to investigate how charachteristics of the work setting, ie work lighting, affect work fatigue and performance. Though the conclusion from the experiments were disputed, the Hawthorn effect suggests that workers' attitudes toward their managers affect the level of workers' performance.
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Dale Carengie wrote the book "How to win Freinds and Influence People" came out. Theories in this book were used by managers to help them build run buisnesses more effectively, and build betetr relationships with thier employees.
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Style of managment used by Hewlett Packard (HP) in which managment wanders around and talks to employees, works with employees, asks questions, and be their to help. This can build approachability, trust, business knowledge, accountability, morale, and productivity.
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Abraham Maslow published a paper, "the theory of human motivation" which contained his hierarchy of needs. His hierarchy of needs helped managers identify traits of employees motivation.
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Carl Rogers and F.J. Rothlisberger apply psychotherapy to managerial work.
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Herzberg identified that certain factors of a job relate to either satisfaction or disatisfatction. He also states that satisfaction and disatisfaction are not opposites of each other explaining that; eliminating the factors of disatisfaction will not create satisfaction and adding factors of satisfaction will not eliminate disatisfaction.
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Douglas McGregor proposed two sets of assumptions acout how work attitudes and behaviors dominate the way managers think and affect how they behave in organizations. Theory X states that the average worker is lazy, dislikes work, and will try to do as little as possible. Theory y states that workers are not inherently lazy, do not naturally dislike work, and will do what is good for the organization.
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Sidned into law on June 10, 1963 by John F. Kennedy requiring that men and wemon be paid equally if performing equal work.
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Developed by Robert R. blake and Jane Mouton, the model origanilly identified five different leadership styles based on the concern for people and the concern for Production. The leadership styles found on the grid are: The Indifferent, The Status quo, The accomodating, The dictatorial, The sound, The opportunistic, and the Paternalistic. The grid also breaks behavior into seven elements: initiative, Inquiry, advocacy, decision making, conflict resolution, resilience, critique.
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Prohibits discrimination in employment decisions on the basis of race, religion, sex, color, or national origin; covers a wide range of employment decisions, including hiring firing, pay, promotion, and working conditions.
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Signed into law by president Lyndon B. Johnson prohibits discrimination against workers over the age of 40 and restrics mandatory retirement.
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Psychologists Daniel Kahneman and Amos Tyversky suggest that because all decision makers are subject to bounded rationality, they tend to use heuristics, which are rules of thumb that simplify the process of making decisions.
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Robert K. Greenleaf published an essay which contained the idea of management as servant leaders. The idea is based around the concept of management not being their to achieve some higher goal, but in actuality being thier to serve their employees and keep them happy.
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Prohibits discrimination against women in employment decisions on the basis of pregnancy, childbirth, and related medical decisions.
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Porter developed a group of five forces important to competitive power in business. 1. Supplier power 2. Buyer power 3. Competitive rivalry 4. Threat of substitution 5. Threat of new entry.
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Peter Senge identified Five principles for creating a learning organization: 1. Develop personal mastery 2. Build complex mental models 3.Promote team learning 4. Build shared vision 5. Encourage system thinking.
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Signed into law on July 26, 1990 by George H. W. Bush, that prohibits discrimination against disabled individuals in employment decisions and requires that employers make accommodations for disabled workers to enable them to perform thier jobs.
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Signed into law Nov. 21, 1991 by george H. W. Bush prohibiting discrimination and allows for the award of punitive and compensatory damages, in addition to back pay, in case of intentional discrimination.
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Signed into law by Bill Clinton, requires that employers provide 12 weeks of unpaid leave for medical and family reasons, including paternity and ilness of a family member.
