Abstract This paper describes the managementtheories of Frederick Taylor (Scientific Management) and Peter Drucker (Management by Objective). The author emphasis their role as successive stages in an objective approach to management rather than as psychological approaches. The paper notes that managementtheories follow a pendulous popularity.
From the Paper "The history of management theory like that of fashion has shown a pendulum effect. As hemlines have tended to move up and down over the years, management theory has swung between objective and formalized approaches in which work or business processes are analyzed and broken down into their structural and sequential components and more subjective and psychological approaches that have concentrated on workplace relationships."
Tags:management, theory, taylor, scientific management, drucker, management by objective
Abstract The paper is a literature review providing an overview and background of the resource-based view of business managementtheory. The paper refers to this as the RBV or resource-based theory model of business management and focuses on how an organization can utilize assets and resources within the organization to gain a competitive advantage in the global market. The paper concludes that the results of the preliminary research review suggest many organizations are interested in implementing and using RBV theory. However they must first take time to evaluate their resources and assess the cost-to-benefit ratio if RBV theory is translated into action and policy within the organization.
From the Paper "Arend (2006) outlines four basic "tenets" of RBV theory to assess whether empirical tests of the RBV are adequate to assume this theory is applicable to organizations as a whole. While ultimately Arend concludes there is not enough satisfactory empirical analysis providing data supporting RBV, there is much in the way of qualitative analysis supporting the use of RBV as a strategic management tool for growth and sustainability (Barney, 1991). The four tenets described by Arend (2006) suggest for RBV theory to be successful it must meet the following criteria. First, any test of the success or failure of RBV must "measure the benefit predicted by RBV theory" (p. 409). Barney (1991) suggests the "benefit arising from a resource-based philosophy" is that of a competitive advantage, one organizations can sustain if they maintain their resources, or adapt their resources to maintain competitive with other organizations ."
Tags: competitive, advantage, RBV, theory, resources, business, management, Theory
Abstract This paper discusses how managementtheories have been applied to the running of police departments. The writer examines what mistakes have been made and what suggestions can be made in this regard. Further, the writer discusses the basics of managementtheory in the context of the modern criminal justice agency.
From the Paper "Recently the practice of studying the formal structure of business management theory has spread to the study of government agencies in an effort to understand what makes an organization effective. Although there are obvious differences between private businesses and government agencies, management theory attempts to bring a framework for the analysis of how effectively a particular government agency is managed. Management theory revolves around the study of organizational structures and how different structures can bring about different outcomes for the organization. The study of criminal justice organizations ... "
Tags:managementtheory, community policing, worker motivation
Abstract This paper examines the many theories and processes of contemporary managementtheory and explains the benefits and drawbacks of implementing these theories. The paper explains two of these theories - contingency theory and systems theory - in detail. The writer discusses how all of the contemporary managementtheories are somehow related to another. The writer then suggests that in order to understand these differences, organizations must become a 'learning organization' and be efficient in their knowledge management. The writer further notes that there are limitations to some of these theories as they are still currently being researched, developed and revised as time passes. The writer concludes that the beauty of contemporary managementtheory is that it allows us to combine, experiment and find best alternatives in dealing with today's managerial problems.
From the Paper "Management has been around since the beginning of human civilization, way back to the Egyptian times. The earlier years of the last century gave birth to the first theories in approaching management, which we today classify as the classical perspective. During that time management theorists "conceptualise organisations as machines, and workers as cogs within those machines" (Davidson et al. 2006, p. 21). This view gradually evolved into behavioural perspectives theories. The behavioural theories incorporated the elements of "individual attitudes and behaviours" as well as the "group processes" (Davidson et al. 2006, p. 22). At present we now look at management at a contemporary perspective. Contemporary theories "seek to derive value for the organisation" (Davidson et al. 2006, p. 26) by trying to interpret the "today's organizational environments" through the use of past and current perspectives."
Abstract This paper outlines why a change management initiative informed by Value Based Managementtheory is one that stands to benefit a generic retailer interested in improving the fiscal bottom line. The paper briefly discusses what value based managementtheory is and looks at how the theory allows an organization to isolate value drivers that can determine long term success or failure.
From the Paper "Management theories are always evolving and new ones are emerging, literally, every day. For example, there are management theories for dealing with different people within an organization, theories for dealing with crisis or with change, and theories dealing with acquisition integration and with organizational entrepreneurialism. In spite of this, a case can be made that value-based management (VBM) is as good a theory as exists for balancing an organization's management needs with "bottom-line" effectiveness. With that in mind, the following paper will explore the implementation of a change management initiative (within a hard goods retail organization) that focuses upon revitalizing the organizational warehouse, delivery and gross margin performance of the corporation using value-based management theory. "
Abstract This paper traces the evolution of management principles from the classical school to the present. The paper also compares, contrasts and relates one or more of the different schools of managementtheory and practices in the current work environment.
From the Paper "Authoritarian or traditional management is the classical model of military governance applied to civilian purposes. Managers under an authoritarian doctrine value order, precision, consistency and obedience. Classical management theory originated during the industrial revolution that began in the late ?s. It required companies to look for the single best way for workers to perform tasks. The classical management model required senior managers to deal with everyday problems throughout the organization and at the same time to focus on tactical and strategic decision."
Tags:Managementtheories, evolution, Taylor, Classical, behavioral, scientific, Theory x and Theory y, worker motivation
Abstract This paper provides a brief overview of the evolution of managementtheories from as far back as China in the sixth century BCE to the present day. The author discusses a few of the writers who were responsible for laying the foundations of managementtheory, such as Adam Smith, Henry Towne, and Frederick Taylor, whose theory of management, published in 1911 and known as scientific management, is still incorporated into management policy by managers around the world. Other theories such as the administrative theory developed by Fayol and Elton Mayo's behavioral theory are also described. The paper concludes with suggestions for improving management techniques in the author's organization, the U.S. Marine Corps.
Outline:
Management Classic Approaches to Management Scientific Management Administrative Theory Behavioral Approach
Management Science/Operations Research Approach
From the Paper "Management theory was not advanced for thousands of years as most people lived on subsistence farms or ran small shops that did not require much organization to function. This all changed as the world entered the industrial revolution. In the 1700's philosophers, such as Adam Smith, began to analyze the things that made people work. Smith believed workers would be most compelled by whatever would give them the biggest economic gain and, therefore, believed the greatest reward for a worker was more money (Colorado State). Even in present times monetary reward is still the easiest way to achieve better performance."
Abstract This paper provides a conceptual framework of the different theories of management of Likert, Blake and Mouton, Vroom and Yetton, and Kuhnert and Tetton and an exploration of areas of similarities among them. The paper also deals with the choice of a preferred philosophy as a manager and as an employee.
Outline
Purpose of the Paper
ManagementTheories of Likert
ManagementTheories of Blake and Mouton
ManagementTheories of Vroom and Yetton
ManagementTheories of Kuhnert and Lewis
Areas of Similarities
Preferred philosophy as an Employee and as a Manager Conclusion
References
From the Paper "Robert R Blake and Jane Mouton together propounded what is known as the Managerial Grid which is one of the more popular forms of management style and expressed their theory in the form of a Grid. They laid down the concept that management style can be examined along two independent dimensions. In the vertical axis 'Concern for People' is plotted and in the horizontal axis 'Concern for Production is plotted'. This theory of management style is defined as the extent or amount which the manager displays a concern for people and a concern for production. The concern is rated on a 9 point scale where 1 stands for low concern and 9 for high concern. As the two concerns or dimensions are said to be independent of each other, a high or a low score in one axis might be combined by a corresponding high or low score on the other. For instance a 9, 1 style possesses a high score on concern related to production coupled with a low score on concern for people. This style is viewed in Blake's model as authoritarian and commanding obedience. The reverse of that is 1,9 style having a low score on concern for production and high score on concern for people explained by Blake and Mouton as Country Club management. A middle score on either of the dimension is portrayed as 5, 5 which is an organization man. A diagrammatic representation of the Managerial Grid is given below. (Managerial Grid)"
Abstract In this article, the writer examines the effect of arguably bad managementtheory and its potential effect on good management practices by discussing agency theory. Three businesses models are also examined in this essay: Porter's five forces, value-based management and triple bottom Line. The writer concludes that bad managementtheories have clearly corrupted good management practice in the years leading up to the world wide economic collapse. The writer further maintains that there is a tangible shift of contemporary managementtheories and models towards ideas such as triple bottom line that are aligned with a gradual shift in cultural paradigms.
Table of Contents:
Introduction
Discussion Agency Theory Discussion Porters 5 Forces
Discussion Value-Based Management Discussion Triple Bottom Line
Conclusion
Annotated Bibliography
From the Paper "Self interested behaviour by the agents is expected by shareholders, and encouraged as the principals actively seek to harness it to their own interest through lucrative performance-based incentive packages for the agents. Unlike the investment and management priorities in the triple bottom line model, the central objective carried out in agency-based management model is generating revenue rather than corporate social responsibility. This short term priority can negatively affect good management practices, as a manager's nearsighted focus on increased revenue can often lead to his neglect of long-term shareholder value. The result of this behaviour pattern is a high degree of financial systemic risk for the organization. While the interests of the agent and the principals may be considered to be aligned, the control measures outlined in agency theory do not take into account the agents motivation and ability to seek short term company gains to maximize their own immediate gain. These control measures end up inadequate as they are based on the premise rational self interest of the part of the agent, irrational behaviour based on greed isn't or can't be effectively controlled at all times. A further pitfall with this theory is that shareholders may accidentally introduce incentives that push the agents to perform irrationally, in effect the principals performance criteria for the agents emphasises short term gains as opposed to long term corporate health."
Abstract The functions of management and operations management go hand in hand. This paper defines the four functions of management - planning, organizing, leading (motivating) and controlling, together with the operations managementtheory. It then provides an analysis of how the functions of management affect the operations management.
Outline
Abstract
The Four Functions of Management Operations ManagementTheory Impact of Management Function on Operations Management Conclusion
From the Paper "As the goal of organizing is to produce better results, similarly leading or motivating is necessary for an organization to extract maximum performance out of the workers. With appealing incentives, workers would work honestly and put in their best. This in turn would save the company time and there would be a complete control of the managerial department over things like production control and quality control. When an employee is rewarded for work hard done, then it is only natural that they would put in the most effort. An employee would by nature be well-organized thus bringing the load off the managerial department as far as quality control is concerned. It would also give a higher rate of production and an organization can comply with increasing demands."
Abstract This paper explains that, ever since the beginning of studying management in the late 1800s, managementtheory has progressed through different schools. The paper describes decades of various managementtheories and suggests that the number of schools indicates that there is no agreement on the best strategy. The paper concludes that today managers have to deal with an entire corporate system rather than dealing with single parts; therefore, it is important to understand and strategically plan for a whole system by applying a balanced approach to management.
Table of Contents:
The Classical School
Scientific Management: 1880s
Administrative Management: 1940s
Bureaucratic Management: 1920s
The Behavioral School
Human Relations: 1930s
Behavioral Science: 1950s
The Quantitative School
Management Science and MIS: 1940s
Production and Operations Management: 1940s
Systems School: 1950s
Contingency School: 1970s
From the Paper "There was a group of experimenters, which included Clair Turner, Fritz J. Roethlisberger, and Elton Mayo, that began the Hawthorne Experiments in 1924, continuing them through the early 1930s. They concluded that workers' attitudes have a lot to do with their productivity. They also found that the workplace is a social place to be and that groups there were very influential on other workers' behavior. Supervision was also found to be important to job satisfaction. They concluded that workers and managers must cooperate and collaborate in order to achieve productivity."
Tags: scientific, industrial revolution, processes hierarchy system
Abstract This paper explains that systems theory is a predominant managementtheory adopted or currently in practice within the electronics field. It examines how this system requires that the manager look at how any one decision might affect the overall system framework. Systems theory is beneficial for looking at the broad or bigger picture or an organization as a whole. It then explains that contingency theory suggests that managers have to take into account every aspect of a situation before acting upon it, then act only on those aspects of a situation that are key to resolving the matter at hand.
From the Paper "Correct utilization of management theory is vital for organizational planning, decision making and control (Farmer, Richman & Ryan, 1966). Because each organization and situation is unique, one management or leadership style may not be appropriate for governing all situations, however any particularly theory can be applied universally across an organization (Callaway 1999). Systems and contingency theories are examples of two management theories that can be applied universally across the electronics organization to facilitate a productive outcome in virtually any situation."
Abstract This paper explains that the Scientific Management of Frederick W. Taylor, the most adopted, implemented and, at the same time, criticized of the theories of scientific management, revolutionized the U.S. mass production industries making them competitive and dominant. The author points out that Total Quality Management (TQM) is a philosophy that encompasses all aspects and factors that have the ability to influence the organization, especially the role of the worker. The paper stresses that there is no single perfect managementtheory or principle that managers and organizations can implement to ensure the success of an organization because variables, which may appear discrete and independent by themselves, may be interrelated in ways that are difficult to identify unless looked at from a macro and micro perspective.
From the Paper "Prior to the Industrial Revolution, the worker often completed every task needed to produce a product or service from start to finish. Generally, each worker had his or her own methods and practices of performing a task. Pride and ownership of the task performed and the quality of the product generated meant a lot to the worker. This worker then was often identified in the market by this virtue. Industrialization changed this. Now the worker often had no connection to the task before or after his or her input and felt no connectivity to the product. Pride of workmanship was almost non-existent. It was in this environment that Taylor proposed the concepts of scientific management."
Abstract This paper explains that, beyond the traditional disciplines of planning, organizing, leading and controlling, the traits of effective leaders and managers needs to center on creating lasting competitive advantages for their firms by making them agile and quick to respond to competitive and market conditions. The paper also points out that managementtheories are needed to enable leadership to create passion for change in employees. The paper stresses that an entirely new set of constructs and frameworks for analyzing, interpreting and ultimately responding to the use of time as a competitive asset needs to be developed to meet the demands of the 21st century. The highly lauded Toyota Production System (TPS) is used as an example of the application of managementtheories to accomplish this needed cultural change.
Table of Contents:
Synopsis
Changing Perception of Management Principles and Theories Changing the Perception of Competing on Price/Features/Functions to Competing on Knowledge
Summary and Conclusions
From the Paper "Historically organizations rely on the price, features, functions and promotional strategies for sustaining the sales of their products. The uses of these aspects of a product also are heavily relied on for differentiation relative to competitors. From a cursory analysis of the industries where this is most prevalent, the product life cycles are often rapid (2 years or less) and marked by many price drops over time in an attempt to drive price elasticity advantages back into a product that in many instances is seen by consumers or customers as a commodity."
Tags: toyota, supply chain network, knowledge process-centric time
Abstract This paper provides an overview of contemporary managementtheory, with a stress upon how such theories can be used to cope with the stresses of an increasingly multi-cultural, multi-ethnic, and complex global business environment.
Outline
Abstract
International and Comparative Management Environmental Political, Cultural and Economic Differences, Globalization
Organizing and Staffing in a Global Context
Leadership in a Global Context
Control in a Global Context
From the Paper "Management is not a science. Rather, management is a dynamic process that involves the interaction between the manager in question and the environment he or she is located in. This "environment" includes the manager's employees. A manager must be continually aware of shifts and changes, not simply in his or her own national branch of the business he or she works for, but the state of that business as the organization exists in different forms and in different areas around the globe. As cited in Patrick Boylan's article upon the history of management as a theoretical discipline, Rosemary Stewart has noted that there have been, historically, four academic approaches to studying management."
