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 ."

Tags:competitive, advantage, RBV, theory, resources, business, management, Theory

Abstract
The paper uses examples from the oil industry to demonstrate how management theory may or may not work in the real world. The paper discusses the difficulties inherent in implementing change.

From the Paper
"One of the most difficult tasks faced by organizations is implementing change. If the change is seen as only a temporary measure, employees are not likely to embrace it. If the change is not presented in such a way that stakeholders see the benefit, there is likely to be strong resistance. If the change drastically alters the way that the organization conducts business, the change may also fail in the long-term. Because..."

Tags:oil industry, management theory and practice

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."

Tags:controlling, motiviation, planning, performance, organizing

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."

Tags:scientific, industrial revolution, processes hierarchy system

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."

Tags:globalization, leadership, control, culture

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."

Tags:industrial, supervisor, skill, science, complex, operational, laborer, incentive

Abstract
In this paper, this management study analyzes and summarizes' The Contingency Theory of Organizations' by Lex Donaldson. The writer maintains that although Donaldson provides normative theories discussions within much of his book, he also takes a deeper, more innovative approach to modern management models for contingency. The writer discusses that the use of economic theories such as hetero-performance and disequilibrium are models that provide greater insight into how organizations can function beyond the normative performance standards.

From the Paper
"The basis of this summary review and analysis of The Contingency Theory of Management by Lex Donaldson will evaluate the historical foundation for Contingency theory, but also other modern approaches to the theory. In essence, Donaldson provides the foundations for a historical evaluation of contingency management, but also seeks to provide new methods of management through hetero-performance and disequilibrium models that provide wider, more quantitative economic dimensions for organizational structures. In essence, Donaldson successfully provides innovative ..."

Tags:contingency, model

Abstract
This paper explores an individual approach to management, stating that every individual has the capacity to integrate the qualities necessary to move their organization in a satisfactory direction. The paper explains that this can be achieved by assimilating the four functions of management: organization, planning, leadership, and control. The author notes that, as a manager and a leader, he been well-served in both delegating tasks and attending to his own responsibilities by emphasizing the centrality of these ethics in my approach and processes. The paper concludes that organizational development is the process by which an organization comes to identify with a specific procedural orientation, approach to personnel management, collective identity and internal culture; through this process, the whole of the organization can come to reflect its developmental goals.

From the Paper
"Therefore, in the process of organizational development, it is crucial to bring into consideration the input and perspective of organizational members at every level. This will induce greater knowledge economy and stimulate motivation through a sense of individual involvement amongst employees. Additionally, this will allow organizational leadership greater latitude for the execution of managerial responsibilities by unburdening it of some less integral but nonetheless organizational duties. The application of such principles to my uniquely situated and unusually small organization will require careful analysis."

Tags:business, direction, navigation

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."

Tags:employees, costs, positions, performance

Abstract
Management by objective, Total Quality Management (TQM), and negotiation by ultimatum are defined, considered in practice, and then reconsidered in the theoretical context.