Administration timeline: Yesterday, today and always
- Carmen Hernandez
- Melissa Rojas
- Alí Calvillo
- Paola Figueroa
- Itsia Mares
Administration timeline: Yesterday, today and always
1800's
Classical view
Henry Fayol
Max Weber
Scientific management emphasizes scientifically determined jobs and management prac-tices as the way to improve efficiency and labor productivity. According to Taylor, improving productivity meant that management itself would have to
individual situations. Weber envisioned organizations that would be managed on an impersonal, rational basis. This form of organization was called a bureaucracy.
change and, further, that the manner of change could be determined only by scientific study; hence, the label scientific management emerged. Taylor suggested that decisions based on rules of thumb and tradition be replaced with precise procedures developed after careful study of
Frederick Taylor
ADMINISTRATIVE PRINCIPLES
Burocratic organization
Frank B. Gilbreth
Origin
Practice of management can be traced to 3000 b.c., to the first government organizations developed by the Sumerians and Egyptians
These focuses on the total organization. Fayol discussed 14 general principles of management, several of which are part of management philosophy today.
It is a subfield within the classical perspective. Organizations that would be managed on an impersonal, rational basis.
Gilbreth pioneered time and motion study and arrived at many of his management techniques independent of Taylor.
Administration timeline: Yesterday, today and always
1895
Humanistic View
Chester I. Barnard
Peter Druckerr
Her approach to leadership stressed the importance of people rather than engineering techniques. One of Barnard’s significant contributions was the concept of the informal organization. The informal organization occurs in all formal organizations and includes cliques, nformal networks, and naturally
occurring social groupings.Hawthrone studies four experimental and three control groups. Five different tests were conducted. It was believed that the factor that best explained increased output was human relations.
Mary Parker wrote of the importance of common superordinate goals for reducing conflict in organizations.Follett’s ideas served as a contrast to scientific management and are re-emerging as applicable for modern managers dealing with rapid changes in today’s global environment.
Mary Parker Follet
Philosophy
Human resources
douglas mcgregor
Peter Drucker
Theory of Authority
Organizations are not machines and stressed that informal relationships are powerful forces that can help the organization if properly managed.
This perspective maintained an interest in worker participation and considerate leadership but shifted the emphasis to considering the daily tasks that people perform.
His books Concept of the Corporation (1946) and The Practice of Management (1954) emphasized the corporation as a social and human institution.
His theories of X and Y present two opposite profiles to a worker and how they can be directed efficiently.
It states that people have free will and can choose whether to follow management orders
Administration timeline: Yesterday, today and always
1945
From the science of management
Army involved in WWII and the Walt Disney Company were pioneers for this stage.
Managment science refers to the quantitative perspective, this view is distinguished for its application of mathematics, statistics, and other quantitative techniques to management decision making and problem solving.
Coupled with the growing body of statistical techniques, computers made it possible for managers to collect, store, and process large volumes of data for quantitative decision making
During World War II, groups of mathematicians, physicists, and other scientists were formed to solve military problems that frequently involved moving massive amounts of materials and large numbers of people.
Information Technology
SCOOT PATtERSON
Operations research
Operations management
Grew directly out of the World War II: it consists of mathematical model building and other applications of quantitative techniques to managerial problems.
Suggests that the financial crisis that began in 2008 is partly due to the quants’ failure to observe market fundamentals, pay attention to hu-man factors, and heed their own intuition.32
Is the most recent subfield of management science, and
it is often reflected in management information systems designed to provide relevant in-formation to managers in a timely and cost-efficient manner.
Refers to the field of management that specializes in the physi-cal production of goods or services.
Administration timeline: Yesterday, today and always
System
Subsystems are parts of a system, such as an organization, that depend on one another. Changes in one part of the system (the organization) affect other parts. The organization must be managed as a coordinated whole. Managers who understand subsystem interdependence and synergy are reluctant to make changes that do not recognize the impact of subsystems on the organization as a whole.
Systems thinking is the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements. A system is a set of interrelated parts that function as a whole to achieve a common purpose.
example
PHILOSOPHY OF THE PERSPECTIVE
As another example of subsystem interdependence, consider the small city that em-barked on a road-building program to solve traffic congestion without whole-systems thinking.
The success of each piece does not add up to the success of the whole. In fact, sometimes changing one part to make it better actually makes the whole system function less effectively. Managers at McDonald’s are currently experiencing this problem.
Administration timeline: Yesterday, today and always
1950's
Total Quality Management
Management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work.
TQM can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization. Many of these concepts are present in modern quality management systems, the successor to TQM.
principles
- Costumer focused
- Total employee involvement
- Process centered
- Integrated system
- Strategic and systematic approach
- Continual improvement
- Fact-based decision making
- Comunications
Administration timeline: Yesterday, today and always
1970's
Contingencies
Fred Fiedler
Instead, certain contingencies, or variables, exist for helping managers identify and understand situations. The contingency view tells us that what works in one setting might not work in another. one thing depends on other things,
Manager’s response to a situation depends on identifying key contingencies.
In this case, each situation is believed to be unique. Principles are not universal, and one learns about management by experiencing a large number of case problem situation. neither of the other views is seen as entirely correct.
the Decision-Making Theory
the Path-Goal Theory
Contingency Theory
Situational Leadership Theory
Makes reference to the decision's importance and how they impact the company.
The focus lays completely on how a goal Will be achieved.
This talks about how an arising situation should be asessed and solved.
The leader's role will develope in different ways according to the situation's requirements.
Administration timeline: Yesterday, today and always
90's
Technology-driven workspaces
Some of these changes are related to new technology, whereas others are brought about primarily because of shifting needs of people. Employee engagement means that people are emotionally involved in their jobs and are satisfied with their work conditions.
Managers see IT as presenting both opportunities and threats to their organizations. Two popular new uses of this technology are big data analytics and supply chain management.The newest business technology is big data analytics.
Big data analytics refers to technologies, skills, and processes for searching and examining massive, complexsets of data that traditional data processing applications cannot handle to uncover hid-den patterns and correlations.
An example
social tools
Social business
It refers to using social media technologies for interacting with and facili-tating communication and collaboration among employees, customers, and other stakeholders.
Facebook, for example, uses the personal data that you put on your page and tracks and monitors your online behavior, then searches through all that data to identify and suggest potential “friends".
Social media technology can improve efficiency, increase productivity, and facilitate faster and smoother operations by improving communi-cation and collaboration within and across firms.
Administration timeline: Yesterday, today and always
2015
Open innovation
People often consider new technologies and ignore customers' needs making them a part of a lame organization system. This is the reason companies choose nowadays to erase an authority figure to report that we know as the manager and focus on human needs out and inside the company
survey by Bain & Company. Managers are looking for new techniques to cut costs, invest in other areas that may help them such as social media, machinery, human resources. But, managers doubt or concern about things ike threat cyber attacks or decreasing customers loyalty by changing their methods.
Innovative techniques are based on past ideas, even thought, they know they have to adapt to modern times as well as customers' needs. In 2015 “The manager's shoptalk” posted a list where they mentioned ideas and techniques used by today's managers, as revealed by the “2015 Management Tools and Trends"
Supply chain
chain members
It refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers.
- Suppliers
- Manufactures
- Distributors
- Retailers
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Transcript
Administration timeline: Yesterday, today and always
Administration timeline: Yesterday, today and always
1800's
Classical view
Henry Fayol
Max Weber
Scientific management emphasizes scientifically determined jobs and management prac-tices as the way to improve efficiency and labor productivity. According to Taylor, improving productivity meant that management itself would have to
individual situations. Weber envisioned organizations that would be managed on an impersonal, rational basis. This form of organization was called a bureaucracy.
change and, further, that the manner of change could be determined only by scientific study; hence, the label scientific management emerged. Taylor suggested that decisions based on rules of thumb and tradition be replaced with precise procedures developed after careful study of
Frederick Taylor
ADMINISTRATIVE PRINCIPLES
Burocratic organization
Frank B. Gilbreth
Origin
Practice of management can be traced to 3000 b.c., to the first government organizations developed by the Sumerians and Egyptians
These focuses on the total organization. Fayol discussed 14 general principles of management, several of which are part of management philosophy today.
It is a subfield within the classical perspective. Organizations that would be managed on an impersonal, rational basis.
Gilbreth pioneered time and motion study and arrived at many of his management techniques independent of Taylor.
Administration timeline: Yesterday, today and always
1895
Humanistic View
Chester I. Barnard
Peter Druckerr
Her approach to leadership stressed the importance of people rather than engineering techniques. One of Barnard’s significant contributions was the concept of the informal organization. The informal organization occurs in all formal organizations and includes cliques, nformal networks, and naturally
occurring social groupings.Hawthrone studies four experimental and three control groups. Five different tests were conducted. It was believed that the factor that best explained increased output was human relations.
Mary Parker wrote of the importance of common superordinate goals for reducing conflict in organizations.Follett’s ideas served as a contrast to scientific management and are re-emerging as applicable for modern managers dealing with rapid changes in today’s global environment.
Mary Parker Follet
Philosophy
Human resources
douglas mcgregor
Peter Drucker
Theory of Authority
Organizations are not machines and stressed that informal relationships are powerful forces that can help the organization if properly managed.
This perspective maintained an interest in worker participation and considerate leadership but shifted the emphasis to considering the daily tasks that people perform.
His books Concept of the Corporation (1946) and The Practice of Management (1954) emphasized the corporation as a social and human institution.
His theories of X and Y present two opposite profiles to a worker and how they can be directed efficiently.
It states that people have free will and can choose whether to follow management orders
Administration timeline: Yesterday, today and always
1945
From the science of management
Army involved in WWII and the Walt Disney Company were pioneers for this stage.
Managment science refers to the quantitative perspective, this view is distinguished for its application of mathematics, statistics, and other quantitative techniques to management decision making and problem solving.
Coupled with the growing body of statistical techniques, computers made it possible for managers to collect, store, and process large volumes of data for quantitative decision making
During World War II, groups of mathematicians, physicists, and other scientists were formed to solve military problems that frequently involved moving massive amounts of materials and large numbers of people.
Information Technology
SCOOT PATtERSON
Operations research
Operations management
Grew directly out of the World War II: it consists of mathematical model building and other applications of quantitative techniques to managerial problems.
Suggests that the financial crisis that began in 2008 is partly due to the quants’ failure to observe market fundamentals, pay attention to hu-man factors, and heed their own intuition.32
Is the most recent subfield of management science, and it is often reflected in management information systems designed to provide relevant in-formation to managers in a timely and cost-efficient manner.
Refers to the field of management that specializes in the physi-cal production of goods or services.
Administration timeline: Yesterday, today and always
System
Subsystems are parts of a system, such as an organization, that depend on one another. Changes in one part of the system (the organization) affect other parts. The organization must be managed as a coordinated whole. Managers who understand subsystem interdependence and synergy are reluctant to make changes that do not recognize the impact of subsystems on the organization as a whole.
Systems thinking is the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements. A system is a set of interrelated parts that function as a whole to achieve a common purpose.
example
PHILOSOPHY OF THE PERSPECTIVE
As another example of subsystem interdependence, consider the small city that em-barked on a road-building program to solve traffic congestion without whole-systems thinking.
The success of each piece does not add up to the success of the whole. In fact, sometimes changing one part to make it better actually makes the whole system function less effectively. Managers at McDonald’s are currently experiencing this problem.
Administration timeline: Yesterday, today and always
1950's
Total Quality Management
Management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work.
TQM can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization. Many of these concepts are present in modern quality management systems, the successor to TQM.
principles
Administration timeline: Yesterday, today and always
1970's
Contingencies
Fred Fiedler
Instead, certain contingencies, or variables, exist for helping managers identify and understand situations. The contingency view tells us that what works in one setting might not work in another. one thing depends on other things,
Manager’s response to a situation depends on identifying key contingencies.
In this case, each situation is believed to be unique. Principles are not universal, and one learns about management by experiencing a large number of case problem situation. neither of the other views is seen as entirely correct.
the Decision-Making Theory
the Path-Goal Theory
Contingency Theory
Situational Leadership Theory
Makes reference to the decision's importance and how they impact the company.
The focus lays completely on how a goal Will be achieved.
This talks about how an arising situation should be asessed and solved.
The leader's role will develope in different ways according to the situation's requirements.
Administration timeline: Yesterday, today and always
90's
Technology-driven workspaces
Some of these changes are related to new technology, whereas others are brought about primarily because of shifting needs of people. Employee engagement means that people are emotionally involved in their jobs and are satisfied with their work conditions.
Managers see IT as presenting both opportunities and threats to their organizations. Two popular new uses of this technology are big data analytics and supply chain management.The newest business technology is big data analytics.
Big data analytics refers to technologies, skills, and processes for searching and examining massive, complexsets of data that traditional data processing applications cannot handle to uncover hid-den patterns and correlations.
An example
social tools
Social business
It refers to using social media technologies for interacting with and facili-tating communication and collaboration among employees, customers, and other stakeholders.
Facebook, for example, uses the personal data that you put on your page and tracks and monitors your online behavior, then searches through all that data to identify and suggest potential “friends".
Social media technology can improve efficiency, increase productivity, and facilitate faster and smoother operations by improving communi-cation and collaboration within and across firms.
Administration timeline: Yesterday, today and always
2015
Open innovation
People often consider new technologies and ignore customers' needs making them a part of a lame organization system. This is the reason companies choose nowadays to erase an authority figure to report that we know as the manager and focus on human needs out and inside the company
survey by Bain & Company. Managers are looking for new techniques to cut costs, invest in other areas that may help them such as social media, machinery, human resources. But, managers doubt or concern about things ike threat cyber attacks or decreasing customers loyalty by changing their methods.
Innovative techniques are based on past ideas, even thought, they know they have to adapt to modern times as well as customers' needs. In 2015 “The manager's shoptalk” posted a list where they mentioned ideas and techniques used by today's managers, as revealed by the “2015 Management Tools and Trends"
Supply chain
chain members
It refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers.