Chapter 2

• Classification - Classical


  Focuses on scientific principles and efficiency in management. Examples: Taylor's Scientific Management, Fayol's Principles of Management, Weber's Bureaucratic theory, The Gilbreths, Mary Follet
• Classification - Behavioral


  Focuses on human behavior, motivation, and social interactions within organizations. Examples: Hawthorne Studies, Maslow's Hierarchy of Needs, McGregor's Theory X & Y, Chris Argyris's theory of Personality &

  Organization.
• Classification - Quantitative


  Utilizes mathematics and statistical methods to analyze and solve management problems. Examples: Linear Programming, Queuing Theory, Network Models, Simulations.
• Modern Approaches of Management


  Contemporary management perspectives that consider the complex and dynamic nature of organizations. Examples:

  Open Systems Theory: Views organizations as interconnected with their environment.

  Contingency Theory: Emphasizes there's no "one-size-fits-all" approach; best practices depend on specific situations.

  Systems Theory: Analyzes organizations as integrated systems with interdependent parts.
• Taylor's 4 Principles of Management


  Develop a science for each element of work.

  Select, train, instruct, and develop workers.

  Cooperate with workers to ensure they follow the science developed.

  Divide work and responsibility fairly between managers and workers.
• Fayol's 14 Principles of Management


  Main 5 Principles:

  Division of Work: Break down tasks into smaller, specialized units for efficiency.

  Authority & Responsibility: Managers have the authority to give orders and the responsibility to ensure tasks are completed.

  Discipline: Employees must respect the rules and agreements established by the organization.

  Unity of Command: Each employee should report to only one superior to avoid confusion and conflict.

  Order: People and materials should be in the right place at the right time.
• Follet's Main Views of Management

  Power with, not power over: Collaboration and shared power lead to better outcomes than enforcing authority.

  Focus on the whole: Consider all aspects of a situation (individual, group, organization) for effective solutions.

  Integration and coordination: Coordinate efforts across different parts of the organization for better problem-solving.
• Weber's 5 Characteristics of Bureaucratic Organization

  Division of labor: Tasks are specialized and standardized.

  Hierarchy of authority: Clear chain of command with increasing levels of authority.

  Formal rules and procedures: Written rules govern most actions and decisions.

  Impersonality: Decisions are based on objective criteria, not personal relationships.

  Meritocracy: Selection and promotion based on qualifications and performance.
• Hawthorne Effect, Human Relations Movement, Organizational Behavior


  Hawthorne Effect: Increased productivity due to the attention and interest shown in workers, not just changes in working conditions.

  Human Relations Movement: Emphasizes the importance of human factors, motivation, and social interactions in the workplace.

  Organizational Behavior: Studies the behavior of individuals and groups within organizations to improve effectiveness.
• Maslow's Hierarchy of Needs


  A pyramid of needs: physiological, safety, love/belonging, esteem, self-actualization. Individuals are motivated to fulfill lower-level needs before moving on to higher-level needs.
• Maslow's Deficit & Regression Principles

  Deficit Principle: Unfulfilled needs motivate individuals to seek their fulfillment.

  Regression Principle: Individuals may regress to lower-level needs if higher-level needs are threatened.
• McGregor's Theory X & Theory Y


  Theory X: Assumes workers are lazy, dislike work, and need close supervision.

  Theory Y: Assumes workers are creative, responsible, and enjoy work under the right conditions.
• Quantitative Techniques

  Mathematical forecasting: Using data and statistical methods to predict future trends.

  Linear programming: Optimizing resource allocation under specific constraints.

  Queuing theory: Analyzing waiting lines and optimizing service systems.

  Network models: Representing and analyzing relationships between entities in a system (e.g., project management).

  Simulations: Modeling real-world scenarios with software to test and evaluate different options.
• Open System vs. Contingency Thinking

  Open System: Organizations interact with and are influenced by their environment.

  Contingency Thinking: There is no "one-size-fits-all" management approach; the best way to manage depends on the specific situation.
• Continuing Management Themes

  Quality and performance excellence: Continuous improvement to enhance quality, efficiency, and customer satisfaction.

  Global awareness: Understanding the global context of business and adapting strategies accordingly.

  Learning organizations: Organizations continuously learn and adapt to changes in the environment.

  21st Century leadership: Emphasizes collaboration, innovation, and agility in a changing world.
• Theory Z


  A management philosophy emphasizing collaboration, employee engagement, and long-term relationships between employers and employees. Often seen as a blend of American and Japanese management styles.
• Need


  A state of deficiency or lack that motivates individuals to seek fulfillment. Needs can be physiological (basic survival), safety and security, social, esteem (recognition and achievement), or self-actualization (reaching full potential). Understanding individual needs is crucial for effective motivation and management.