Scientific Management Key points Used scientific methods to determine the one best way Emphasized study of tasks,

s, selection and training of workers, and cooperation between workers and management

Contributions Improved factory productivity and efficiency Introduced scientific analysis to the workplace Piecerate system equated worker rewards and performance

Limitations Simplistic motivational assumptions Workers viewed as parts of a machine Potential for exploitation of labor Excluded senior management tasks

Administrative Management Key points Fayols five functions and 14 principles of management Executives formulate the organizations purpose, secure employees, and maintain communication Managers must respond to changing developments

Contributions Viewed management as a profession that can be trained and developed Emphasized the broad policy aspects of top-level managers Offered universal managerial prescriptions

Limitations Universal prescriptions need qualifications for environmental, technological, and personnel factors

Human Relations Key points Productivity and employee behavior are influenced by the informal work group Cohesion, status, and group norms determine output

Social needs have precedence over economic needs

Contribution Psychological and social processes influence performance Maslows hierarchy of need

Limitations Ignored workers rational side and the formal organizations contributions to productivity Research overturned the simplistic belief that happy workers are more productive

Bureaucracy Key points Structured network of relationships among specialized positions Rules and regulations standardize behavior Jobs staffed by trained specialists who follow rules Hierarchy defines the relationship among jobs

Contributions Promotes efficient performance of routine operations Eliminates subjective judgment by employees and management Emphasizes position rather than the person

Limitations Limited organizational flexibility and slowed decision making Ignores the importance of people and interpersonal relationships Rules may become ends in themselves

Quantitative Management Key points Application of quantitative analysis to management decisions

Contributions Developed specific mathematical methods of problem analysis Helped managers select the best alternative among a set

Limitations Models neglect nonquantifiable factors

Managers not trained in these techniques may not trust or understand the techniques outcomes Not suited for nonroutine or unpredictable management decisions

Organizational Behavior Key points Promotes employee effectiveness through understanding of individual, group, and organizational processes Stresses relationships among employees, managers, and work performed Assumes employees want to work and can control themselves

Contributions Increased participation, greater autonomy, individual challenge and initiative, and enriched jobs may increase participation Recognized the importance of developing human resources

Limitations Some approaches ignored situational factors, such as the environment and technology

Systems Theory Key points Organization is viewed as a managed system Management must interact with the environment Organizational goals must address effectiveness and efficiency Organizations contain a series of subsystems There are many avenues to the same outcome Synergies enable the whole to be more than the sum of the parts

Contributions Recognized the importance of the relationship between the organization and the environment

Limitations Does not provide specific guidance on the functions of managers

Contingency Perspective Key point

Situational contingencies influence the strategies, structures, and processes that result in high performance There is more than one way to reach a goal Managers may adapt their organizations to the situation

Contribution Identified major contingencies Argued against universal principles of management

Limitations Not all important contingencies have been identified Theory may not be applicable to all managerial issues