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Evolution of Management Theory, 2009.
A discussion of how management theories have evolved over the centuries, ending with their application to the U.S. Marine Corps.
2,033 words (approx. 8.1 pages), 8 sources, APA, $ 64.95
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Abstract
This paper provides a brief overview of the evolution of management theories 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 management theory, 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."
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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 Theory, 2008.
A look at the use of management theories to meet today's challenges
1,870 words (approx. 7.5 pages), 8 sources, APA, $ 59.95
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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 management theories 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 management theories 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."
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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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Management Theory, 2008.
A discussion on the evolution of schools of management theory.
1,760 words (approx. 7.0 pages), 13 sources, MLA, $ 56.95
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Abstract
This paper explains that, ever since the beginning of studying management in the late 1800s, management theory has progressed through different schools. The paper describes decades of various management theories 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."
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Business Management Theory, 2008.
A descriptive literature review discussing the application of the resource-based view of business management theory.
1,339 words (approx. 5.4 pages), 5 sources, APA, $ 44.95
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Abstract
The paper is a literature review providing an overview and background of the resource-based view of business management theory. 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 ."
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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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Management Theory and Layoffs, 2008.
This paper discusses management theory while reviewing the article "They Ponder Layoffs, But Executives Still Face Gaps in Talent" by Carol Hymowitz.
750 words (approx. 3.0 pages), 2 sources, APA, $ 26.95
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Abstract
In this article, the writer discusses that, according to Carol Hymowitz of the Wall Street Journal, a fundamental paradigmatic shift is being forced upon human resource departments in terms of the way they operate during economic slowdowns. The writer notes that Hymowitz's January 28, 2008 article "They Ponder Layoffs, But Executives Still Face Gaps in Talent" states that companies are experiencing a dearth of talented people to fill vacant positions because aging top managers are retiring in record numbers. The writer discusses issues raised in the article and notes that to cut costs during economic slowdowns, traditionally companies let go even some promotable employees, and did not look for new or additional workers. The writer points out that as mentioned in the article, in 2008, despite the fact that recession seems on the horizon, many companies are embarking upon job searches to fill critical management positions because of inadequate training of current employees.
Outline:
Descriptive Summary
General Analysis
Critical/Comparative Analysis
Management Application
From the Paper
"When employees leave, companies must divert valuable revenue to head-hunting and orientation of new hires. Under-training and under-promoting of in-house staff can actually cost the company more in the long--and short run. This is exactly what companies do not want during a recession, when companies want to focus their finances on remaining economically afloat. Companies want current employees familiar with operations to give advice on how to begin cutting costs in other areas.
"The phenomena described in the article highlights what management theorists have always counseled--that financial compensation alone is not enough to ensure that individuals stay at a company. The company must invest in the employee's future by taking worker suggestions, and giving future managers exposure to a variety of new educational and training experiences."
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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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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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Emergency Management Theory, 2009.
A look at the argument that emergency and disaster theory must be wide ranging and inclusive in order to be practical and effective.
2,618 words (approx. 10.5 pages), 15 sources, APA, $ 78.95
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Abstract
With the increasing number of emergencies and disasters that have occurred in the world, the issue of disaster and emergency management theory has become a research focus in recent years. This focus on disaster management theory and praxis has also been emphasized by events such as the 9/11 terrorism attacks on New York. There are many theoretical aspects and models considered in the literature on emergency management. This paper deals with these theories that are controversial and which have tended to dominate the academic and practical debate in recent years. This paper is also concerned with the understanding of the significance and importance of disaster management, particularly in the larger metropolitan areas.
Outline:
Introduction
General Theoretical Issues
Public Education Theories
Family and Other Theoretical Variables
From the Paper
"There are also other important aspects of emergency management theory that needs to be considered from a comprehensive and holistic perspective. An important variable that is considered in the literature is the family. Alan Kirschenbaum in an article entitled Families and Disaster Behavior: A Reassessment of Family Preparedness ( 2006) considers the view that the family is a "....principal conduit for disaster behaviors and critical for its individual members' survival". (Kirschenbaum). This refers particularly to the issue of preparedness in emergency planning. While there are experiential and anecdotal evidence to support this theoretical contention, studies also point out that there has been little empirical research on this aspect. The study by Kirschenbaum does however find that, "...the extent and intensity of family social networks and gender of the household head did predict differences in preparedness levels" (Kirshenbaum 2006). "
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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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Management Theory, 2008.
A review on the theory of management.
1,811 words (approx. 7.2 pages), 7 sources, APA, $ 58.95
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Abstract
This paper examines the theory of management, arguing that without a strong theoretical basis, one cannot apply management processes on a successful level. The author defines and reviews the four dimensions of theory: model theory, typology theory, the strength of a theory depending on how interesting it is, and the presence of falsifiability being required for the existence of a theory. The paper also discusses the requirements that determine a strong theory: simplicity, interconnectedness, clarity and the provision of logical arguments.
From the Paper
"Also, such models are considered to be just a matter of fashion. There are several authors that propose new management models based on successful businesses, models introduced and promoted as successful for any type of company and for any situation. This perception is clearly incorrect, given the fact that a business model cannot be applied to any type of situation, by any type of company, and at any time. Even more, as stated above, it is necessary to use several models for the same situation, in order to get a more precise opinion. Therefore, models cannot be considered strong theory, but good indicators instead, as they are useful when trying to make a decision."
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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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