The Evolution of Management Thought
Book details
Summary
Description
About the Authors
Preface
PART 1 Early Management Thought
1 A Prologue to the Past
Our Goal
A Cultural Framework
The Economic Facet
The Social Facet
The Political Facet
The Technological Facet
People, Management, and Organizations
Human Activity
Organizations and Management
Summary
2 Management Before Industrialization
Management in Early Civilizations
The Near East
The Far East and South Asia
Egypt
The Hebrews
Greece
Rome
The Roman Catholic Church
Feudalism and the Middle Ages
The Revival of Commerce
Cultural Rebirth
The Protestant Ethic
A Criticism of the Weberian Thesis
Modern Support for Weber
The Liberty Ethic
The Market Ethic
Summary
3 The Industrial Revolution: Challenges and Perspective
The Industrial Revolution in Great Britain
The Steam Engine
Management: The Fourth Factor of Production
Management Challenges in Early Factories
The Labor Challenge
The Search for Managerial Talent
Planning, Organizing, and Controlling
Cultural Consequences of the Industrial Revolution
Working Conditions
Child and Female Labor
Summary
4 Management Pioneers in Early Factories
Robert Owen: The Search for a New Harmony
Early Managerial Experiences
The Call for Reform
Charles Babbage: The Irascible Genius
The First Computer
Analyzing Industrial Operations
Andrew Ure: Pioneering in Management Education
Principles of Manufacturing
Charles Dupin: Industrial Education in France
The Pioneers: A Final Note
Summary
5 The Industrial Revolution in the United States
Antebellum Industry and Management
Early Industrial Development
The American System of Manufacturing
The Railroads: A Revolution in Transportation
The Communication Revolution
The Age of Rails
Daniel C. McCallum: System and Organization
Henry V. Poor: A Broader View of Management
Emerging Governance Issues
Summary
6 Industrial Growth and Systematic Management
The Growth of "Big Business"
Carnegie and the Rise of Big Business
The Emergence of Systematic Management
Engineers and Economists
The Labor Question
Big Business and Its Changing Environment
Business and Society: Barons or Benefactors?
Business and Labor: Uneasy Relations
Inventive and Innovative Impulses
Business and Government: Seeds of Reform
Summary of Part 1
Part 2 The Scientific-Management Era
7 The Advent of Scientific Management
Frederick W. Taylor: The Early Years
Taylor at Midvale
The Search for Science in Management
The Quest for Improved Performance Incentives
Task Management
Taylor: The Manager and the Consultant
Taylor: The Peripatetic Philosopher
The Eastern Rate Case
Watertown and the Congressional Investigation
The Mental Revolution
Taylor and the Human Factor
A Final Note
Summary
8 Spreading the Gospel of Efficiency
The Most Orthodox: Carl G. Barth
Charting Other Paths: Henry L. Gantt
The Task and Bonus System
The Habits of Industry
Graphic Aids to Management
The Later Years
Partners for Life: The Gilbreths
Nothing Succeeds Like . . .
And So, into Scientific Management
Support for The Scientific-Management Movement
The First Lady of Management
Efficiency Through Organization: Harrington Emerson
Line and Staff Organization
Twelve Principles of Efficiency
The "High Priest of Efficiency"
The Gospel in Public-Sector Organizations: Morris L. Cooke
The Boxly Talks
Public Administration
Summar
9 The Human Factor: Preparing the Way
Personnel Management: A Dual Heritage
Personnel Administration as Welfare Work
Scientific Management and Personnel Administration
Psychology and the Individual
Toward Scientific Psychology
The Birth of Industrial Psychology
The Social-Person Era: Theory, Research, and Practice
Antecedents of Industrial Sociology
Sociological Foundations
Early Empirical Investigations
"Democratization of the Workplace"
The Trade-Union Movement
The Changing Nature of Union-Management Cooperation
Employee Representation Plans
Summary
10 The Emergence of the Management Process and Organization Theory
Henri Fayol: The Man and His Career
The Need for Management Theory
The Principles of Management
The Elements of Management
A Final Note
Max Weber: Bureaucracy
Bureaucracy as the Ideal
Advantages of Bureaucracy
Disadvantages of Bureaucracy
Summary
11 Scientific Management in Theory and Practice
The Study and Practice of Scientific Management
Education for Industrial Management
The International Scientific-Management Movement
Scientific Management in Industrial Practice
The Hoxie Report
The Thompson and Nelson Studies
Emerging General Management
The Impact of Scientific Management on Other Disciplines
Early Organization Theory
Scientific Management at DuPont and General Motors
Business Policy
Summary
12 Scientific Management in Retrospect
The Economic Environment: From the Farm to the Factory
The Technological Environment: Opening New Horizons
The Social Environment: From Achievement to Affiliation
The Collision Effect
The Social Gospel
The Political Environment: The Advent of Progressivism
Scientific Management and the Progressives
Business and the Progressives
Summary of Part II
Part 3 The Social-Person Era
13 The Hawthorne Studies
The Hawthorne Studies Begin
Illumination Study (1924-1927)
Relay-Assembly Test-Room Study (1927-1932)
Interviewing Program (1925-1932)
Bank-Wiring Observation Room Study (1931-1932)
Organizations as Social Systems
Human Relations, Leadership, and Motivation
Human Relations and Human Collaboration
Anomie and Social Disorganization
Developing the Human-Relations-Oriented Manager
Human Relations and Motivation
Summary
14 The Search for Organizational Integration
Mary P. Follett: The Political Philosopher
The Group Principle
Conflict Resolution
A Business Philosopher
Authority, Responsibility, and Power
The Task of Leadership
A Final Note
Chester I. Barnard: The Erudite Executive
The Nature of Cooperative Systems
Formal Organizations: Theory and Structure
The Acceptance Theory of Authority
The Functions of the Executive
Moral Leadership
A Final Note
Summary
15 People and Organizations
People at Work: The Micro View
Developing Constructs for Group Analysis
The Growth of Human-Relations Research and Training
Changing Assumptions About People at Work
People and Motivation
Job Enlargement and Job Enrichment
Participation in Decision-Making
Leadership: Combining People and Production
People at Work: The Macro View
Organizations as Sociotechnical Systems
New Tools for Macro Analysis
Summary
16 Organizations and People
Organizations: Structure and Design
James D. Mooney: Organization Theory and Practice
Texts, Teachers, and Trends
Building Blocks for Administrative Theory
Span of Control
Toward a Top-Management
Viewpoint
Ralph C. Davis: Pater Familiae et Magister
Harry A. Hopf: Toward the Optimum
Analyzing Top Management
Ownership and Control
Invisible and Visible Hands
Summary
17 Human Relations in Theory and Practice
The Impact of Human Relations on Theory and Practice
Applying and Extending Human Relations
Hawthorne Revisited
Premises About an Industrial Society
Research Methods and Data Interpretation
Summary
18 The Social-Person Era in Retrospect
The Economic Environment: From Depression to Prosperity
Attempts at Economic Recovery
Big Business as Culprit
Seeds of Change: New Technologies
The Social Environment: Reshaping the Nation''s Values
Shifting Social Values
"Organization Men"
The Political Environment: FDR''s Pledge
The New Deal
Augmenting the Position of Labor
Summary of Part III
Part 4 Moving Onward: The Near Present
19 Management Theory and Practice
The Renaissance of General Management
Principles of Management and the Functions of Management
Peter F. Drucker and the Practice of Management
Management Education: Challenges and Consequences
The "Management Theory Jungle"
Management Education: The Porter-McKibbin Report
The Management Theory-Practice Divide
Post-Fayol: Studies of Managerial Work
Global Studies of Managerial Work
Managing Across Borders
The Changing Scene
Markets and Hierarchies
The Resource- and Knowledge-Based Theories of the Firm
Governance and Agency Issues
From Business Policy to Strategic Management to Global Strategy
Multination
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