The “father” of scientific management Published Principles of Scientific Management (1911) The theory of scientific management Using scientific methods to define the “one best way” for a job to be done:

The overall strength or weakness of the organizational culture

The degree of risk that plans should contain Whether plans should be developed by individuals or teams The degree of environmental scanning in which management will engage

Disturbance handler, resource allocator, negotiator

Arranging and structuring work to accomplish organizational goals.

Individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.

external forces that have a direct and immediate impact on the organization.

Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments.

Inspired by the total quality management (TQM) ideas of Deming and Juran

Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or nonroutine technologies.

Productivity unexpectedly increased under imposed adverse working conditions.

Also called operations research or management science

how dynamic or stable the external environment is.

Physical assets distinguishing the organization

Acronyms and jargon of terms, phrases, and word meanings specific to an organization

The ability to think and conceptualize about abstract and complex situations concerning the organization

Organizations are individually different, face different situations (contingency variables), and require different ways of managing.

Any constituencies in the organization’s environment that are affected by the organization’s decisions and actions

Much of an organization’s success or failure is due to external forces outside of managers’ control.

Increased creation and use of codes of ethics by businesses

A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

The ability to work well with other people

Older employees who work longer and do not retire The increased costs of public and private benefits for older workers An increasing demand for products and services related to aging.

Believed that the practice of management was distinct from other organizational functions

Focuses on improving managerial decision making by applying: Statistics, optimization models, information models, and computer simulations

A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).

The work preformed by an organization using electronic linkages to its key constituencies

Individuals who manage the work of non-managerial employees.

Political and cultural challenges of operating in a global market Working with people from different cultures Coping with anticapitalist backlash Movement of jobs to countries with low-cost labor

Knowledge and proficiency in a specific field

Working with and through people to accomplish goals.

As size increases, so do the problems of coordination.

How much autonomy should be designed into employees’ jobs Whether tasks should be done by individuals or in teams The degree to which department managers interact with each other

the number of components in an organization’s external environment.

Completing activities & Attaining organizational goals

Developed a theory of authority based on an ideal type of organization (bureaucracy)

The quality of the organization is determined by the quality of its managers.

Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism

the sales and marketing aspect of an e-business

An organization that has developed the capacity to continuously learn, adapt, and change.

Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.

Managers are directly responsible for an organization’s success or failure.

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

Figurehead, leader, liaison

Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

thoughtful thinking

The study of the actions of people at work; people are the most important asset of an organization

Monitor, disseminator, spokesperson

Focused on increasing worker productivity through the reduction of wasted motion Developed the microchronometer to time worker motions and optimize work performance

Also sometimes called the situational approach.

The degree to which managers are concerned with increasing employee job satisfaction What leadership styles are appropriate Whether all disagreements—even constructive ones—should be eliminated

There is no one universally applicable set of management principles (rules) by which to manage organizations.

The ability of managers to affect outcomes is influenced and constrained by external factors. The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers

Management in international organizations

The process of starting new businesses, generally in response to opportunities.

Those factors and forces outside the organization that affect the organization’s performance.

Increased emphasis on ethics education in college curriculums

Doing things differently, exploring new territory, and taking risks

Repetitive sequences of activities that express and reinforce the values of the organization

Getting the most output for the least inputs

Developed fourteen principles of management that applied to all organizational situations

Narratives of significant events or actions of people that convey the spirit of the organization

A series of productivity experiments conducted at Western Electric from 1927 to 1932.

Advocated the division of labor (job specialization) to increase the productivity of workers "Published “The Wealth of Nations” in 1776

Developed the microchronometer to time worker motions and optimize work performance

Increasing heterogeneity in the workforce More gender, minority, ethnic, and other forms of diversity in employees

Whether to impose external controls or to allow employees to control their own actions What criteria should be emphasized in employee performance evaluations What repercussions will occur from exceeding one’s budget

The effect of incentive plans was less than expected.

Set of Ongoing Decision And Work Activities

The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.

Monitoring, comparing, and correcting work.

broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.

practical doing

Individuals who manage the work of first-line managers.

Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

Are cultures in which key values are deeply held and widely held. Have a strong influence on organizational members.

Are not influenced by and do not interact with their environment (all system input and output is internal).

What works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment.

Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.

Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems

Substituted machine power for human labor

Created large organizations in need of management

A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.