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Management Theories, 2005.
A comparative study of the management theories of Likert, Blake and Mouton, Vroom and Yetton, and Kuhnert and Lewis.
2,145 words (approx. 8.6 pages), 8 sources, MLA, $ 67.95
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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
Management Theories of Likert
Management Theories of Blake and Mouton
Management Theories of Vroom and Yetton
Management Theories 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)"
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Fayol and Management Theories, 2007.
This paper discusses Henri Fayol's five management theories.
1,149 words (approx. 4.6 pages), 4 sources, MLA, $ 39.95
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Abstract
In this article the writer presents an examination of Henri Fayol's five management theories. The author explores each component of the theories. The writer then applies them to examples of how they apply in today's workforce environment, with a focus on electronic engineering. The writer points out that one of the most successful theories of management is Henri Fayol's functions and principles of management theory. The writer notes that while there are many different styles of management to choose from, it is clear that the five management theories of Fayol have endured the test of time. The writer concludes that if the five theories are followed closely the result will be a well run, highly organized and successful management effort.
Outline:
Introduction
Conclusion
From the Paper
"Coordinating is the fourth step in the process that Fayol developed. Coordinating has to do with making sure there is consistency throughout the company for each project. In the field of engineering this means understanding the project at hand, what will be needed to complete that project, the time line that the project needs to follow and who will be reported to during various stages along the way.
There can be many different engineering projects going on at the same time, and as long as the same coordination and management techniques are being used for each one they will be able to run concurrently and maintain their integrity and quality.
The final step in the five theory plan is controlling. This pertains to the management of the human resources. It is important to have team members that work well together and also are educated and knowledgeable in the field of electronic engineering for the theory to work in that field."
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Management Theories: Value-Based Management, 2006.
A discussion regarding the evolution of management theories, focusing primarily on value based management.
2,025 words (approx. 8.1 pages), 8 sources, $ 80.95
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Abstract
This paper outlines why a change management initiative informed by Value Based Management theory is one that stands to benefit a generic retailer interested in improving the fiscal bottom line. The paper briefly discusses what value based management theory 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. "
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Contemporary Management Theories, 2006.
An examination of the effectiveness of contemporary management theories.
2,687 words (approx. 10.7 pages), 14 sources, APA, $ 80.95
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Abstract
This paper examines the many theories and processes of contemporary management theory 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 management theories 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 management theory 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."
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Management Theories, 2004.
This paper discusses management theories in the area of police departments.
1,800 words (approx. 7.2 pages), 1 source, $ 63.95
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Abstract
This paper discusses how management theories 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 management theory 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 ... "
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Management Theories, 2005.
This paper compares the management theories of Frederick Taylor's Scientific Management and Peter Drucker's Management by Objective.
675 words (approx. 2.7 pages), 3 sources, APA, $ 23.95
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Abstract
This paper describes the management theories 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 management theories 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."
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Management Theories, 2004.
An analysis of the management theories of Frederick Taylor, Douglas McGregor, and Mary Parker Follett.
3,173 words (approx. 12.7 pages), 13 sources, MLA, $ 91.95
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Abstract
This paper discusses the management theory of Frederick Taylor, the father of scientific management. The paper contends that two of Taylor's successors, however, perhaps softened his effect on the American workplace during subsequent decades of humanistic theorizing; these two, Mary Parker Follett and Douglas McGregor, have more in common with each other than either has with Taylor. Moreover, the paper claims that, while Taylor's thinking seems to offer more weaknesses than strengths in the modern, post-industrial world, Follett's and McGregor's theories seem to offer some weaknesses and some strengths. Between them, but perhaps particularly in the work of McGregor, it seems possible to construct workable theories for a global business environment that is primarily post-industrial.
From the Paper
"Douglas McGregor's work suffered from his relatively short lifespan, 1906-1964. Nevertheless, perhaps it is just as well; while his theories worked wondrously well during his lifetime, currently they are almost completely unworkable. There are reasons for that. First, McGregor's research was conducted mainly from the mid-1930s until the mid-1950s, a period spanning the Great Depression, World War II and the early part of the Cold War. The entire era and all its parts are regarded as exceptional in U.S., and arguably world, history. When the soldiers returned from the war to seek jobs and houses and start families, there was a huge growth in the workforce, as well as expansion of the entire U.S. infrastructure-highways systems, neighborhood services for new subdivisions and so on. "With a strong economy and such new benefits as Social Security, the GI Bill, and other entitlement programs, most Americans settled into regular work patterns that they anticipated would persist well into the future...By the late 1950s, it was commonly believed that a worker would work for the same firm for many years following a relatively stable and clear career path until retirement" (Davis, 2003). It was in this atmosphere, with employers needing employees more than employees needed the employer, that McGregor conducted his research."
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Management Theories, 2004.
This paper discusses the history of management theories, especially Total Quality Management, TQM.
2,530 words (approx. 10.1 pages), 16 sources, APA, $ 76.95
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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 management theory 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."
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Applied Management Theories, 2004.
This paper applies various management theories, such as Just-in-Time (JIT), Total Quality Management (TQM), Optimized Production Technology (OPT), to hotel valet services.
1,840 words (approx. 7.4 pages), 7 sources, MLA, $ 59.95
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Abstract
This paper stresses that, while most of these management concepts were designed for manufacturing facilities, they can be used, within reasonable limits, for the service industry that utilizes equipment and fixed assets. The author suggests, applying TQM, that customers of the hotel's valet parking will be surveyed occasionally to determine if they are satisfied with the services, and recommendations for improvement by regular customers may help the owner/operator streamline the operations. The paper relates that TQM and TOC use SPC charts, random sampling techniques, and statistical methods to monitor constantly the process; however, communication is the most important requirement.
Table of Contents
Statistical Process Control (SPC)
Continuous Improvement
Employee Empowerment, Regular and Periodic Training-- An Involved Worker
Operational Expense
Profits
Tools and Techniques Used
Process Improvement
Inventory
Mindset of the Company-Orientation
From the Paper
"Using statistical quality methods, small changes can be undertaken at various stages of manufacturing to ensure that the final product is within desired quality limits. In the case of a valet parking for a hotel, some method of tracking the average time cars are parked may help the owner determine the efficiency and the effective space utilization of the area in the long run. Records that indicate how long a worker took to get and park a car can be use to calculate the mean time requirements for the parking service."
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Management Evolution Theory, 2006.
This paper discusses the evolution of management principles from the theories of the classical school to the present.
1,514 words (approx. 6.1 pages), 7 sources, MLA, $ 49.95
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Abstract
In this article, the writer looks at the evolution of management principles, from classical theory (closely linked to scientific management theory) to the present. This includes three major stages, or schools of thought: (1) the classical school; (2) the human relations school; and (3) the human resources school. In this essay, the writer explores the evolution of the classical; human relations; and human resources schools of management theory. The writer also compares, contrasts and explains key differences between these three management theories. The writer also touches briefly on a few of today's other, more recent, management theories: systems theory; contingency theory; quality theory; reengineering theory and chaos theory.
From the Paper
"Classical-style management, on the other hand, is exemplified within organizations like IBM; Hitachi; Wal-Mart, and others. In fact, human relations-style management seems to have mostly gone out of style in most of today's organizations, particularly larger ones. Many times, companies like Wal-Mart or Starbuck's, with their stock option opportunities and other employee perks, seem to try to create an effect of employee inclusiveness, but such perks are in fact mere gestures within an essentially top-down (classical) organizational structure. In corporate life today, "top down" classical management is, although the oldest, also the most common. Increasingly, moreover, even non-profit entities like colleges and universities which used to practice (or at least had a reputation for practicing) principles like shared governance, are instead using top-down, hierarchical-type management approaches and systems."
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Management Theory, Management Practice, 2004.
An overview of management theory and practice and the implications for implementation in international business today.
2,569 words (approx. 10.3 pages), 4 sources, MLA, $ 77.95
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Abstract
This paper provides an overview of contemporary management theory, 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."
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Management and Operations Management Theory, 2006.
A look at the four functions of management and the operations management theory.
1,147 words (approx. 4.6 pages), 3 sources, MLA, $ 39.95
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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 management theory. It then provides an analysis of how the functions of management affect the operations management.
Outline
Abstract
The Four Functions of Management
Operations Management Theory
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."
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Evolution of Management Theories, 2005.
This paper traces the evolution of management principles from the classical school to the present.
1,356 words (approx. 5.4 pages), 5 sources, MLA, $ 47.95
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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 management theory 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."
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Management Theory, 2005.
This paper discusses the history of management theories.
2,260 words (approx. 9.0 pages), 19 sources, MLA, $ 69.95
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Abstract
This paper explains that, prior to scientific management, workers' skills determined the efficiency of the task and the quality of the products manufactured, but Taylorism changed this by breaking down the task and process into small discrete "events" and determining the best manner to complete the task. This helped to introduce the concept of standard operating procedures. The author points out the work of Mayo, Maslow, and McGregor introduced the need to comprehend and recognize the role that the worker played in the success of the organization. The paper relates that Douglas McGregor also put forth the concept that people's management behavior is dependent upon their view of human beings and work, as postulated in pessimistic Theory X and idealistic Theory Y.
From the Paper
"While the classical human resource management strategies have changed and evolved, they do exist in modern organizations. There is no doubt that every management theory has its weaknesses and shortcoming. When these theories were introduced they also revolutionarized the manner in which the task was undertaken by an organization. "Standard Time" introduced by Taylor allowed companies to benchmark the realistic time that was needed by the worker to perform a task. This concept of using standard time is still in use. Projects and production schedules for example measure the time needed for any operation based on the "standard time," it would take for the worker to complete the task. Workers in this environment can deliver products or services within the time frame specified."
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Diverse Paradigms of Strategic Management Theory, 2002.
Discusses levels of success of ten business management theories.
3,617 words (approx. 14.5 pages), 13 sources, MLA, $ 100.95
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Abstract
No fewer than ten essential models that have informed the science of business strategy were capsulised recently in a Financial Times of London analysis entitled "Strategy, Blind Men and the Elephant." This paper analyzes the ten major theories that were presented in the article, in an attempt to help a fictional English company - KMI - solve business problems. Some of the questions for which answers are sought in the paper are: How can the company, using suitable and verifiable (within reason) models, analyze its environment and its capabilities; How can that same company then analyze its strategic choices? What implementation tools are available to the same company to put the strategic choices into operation?
From the Paper
"In Walters' research, he kept running across the terms "flat organization" and "decentralization." It wasn't until he had fully grasped the concept of strategic thinking that he saw this as a way to help solve some of the problems at KMI. The "flattened organization" was a term that came into vogue in the mid-1990s to describe what Rheingold and others began calling "virtual business". That term refers to the more traditional organizational charts, which were much like a pyramid.
In this classical organization, the president or CEO was at the top, and spread out below him were senior vice presidents who usually had vice presidents beneath them and so on. As the organizations grew in complexity, the charts tended to grow in height, until the CEO was many layers removed from the actual workers."
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