Adam smith’s ideas of efficient production through specialized tasks and the division of labor further accelerated industrial developmentHenry Ford, 20th century, made mass production a mainstay of the emerging economyClassical approaches (assumes people are rational)Scientific ManagementFredrick Taylor“the principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee”4 core principles of scientific management1. Develop a “science” for each job- rules of the motion, standard work tools, and proper work conditions2. Hire workers with the right abilities for the job3. Train and motivate workers to do their jobs according to the science4. Support workers by planning and assisting their work according to the scienceThe most enduring legacy, Motion Study- the science of reducing a job or task to its basic physical motionsEx. Reduced the motions used by bricklayers and tripled their productivityExample in todays world is the United Parcel Service (UPS)Sorters at regional centers are timed and are expected to load vans at a set number of packages per hourAdministrative PrinciplesHenri Fayol5 Rules or “duties” of management1. Foresight- complete a plan of action for the future2. Organization- provide and mobilize resources to implement plan3. Command- lead, select, and evaluate workers4. Coordination- fit diverse efforts together, ensure information is shared and problems are solved5. Control- make sure things happen according to plan, take necessary corrective actionFayol’s 5 duties closely resemble the four functions of management that we talk about today. (Planning, organizing, leading, and controlling)Scalar Chain Principle- organizations should operate with clean and unbroken lines of communication top to bottomUnity of Command Principle- each person in an organization should receive orders from only one bossBureaucratic OrganizationMax WeberBureaucracy- a rational and efficient form of organization founded on logic, order, and legitimate authority.Characteristics of an ideal bureaucracyClear division of laborClear hierarchy of authorityFormal rules and proceduresImpersonality- no one get preferential treatmentCareers based on merit- workers are selected and promoted on ability and performanceDisadvantages of a bureaucracySlow in handling problems, making changes,Employees seem disconnected, hesitant to make decisions, resistant to change, and even apathetic in relating to customersDefinitions for Chapter 2.1:Bureaucracy- a rational and efficient form of organization founded on logic, order, and legitimate authorityMotion Study- the science of reducing a job or task to its basic physical motionsScalar Chain Principle- states that organizations should operate with clear and unbroken lines of communication top to bottom.Scientific Management- emphasizes careful selection and training of workers and supervisory supportUnity of Command Principle- states that a worker should receive orders from only one bossTakeaway 2.2: What are the contributions of the Behavioral Management Approach?Human Resource Approaches: assumes people are social and self-actualizingOrganizations as communitiesMary Parker FollettViewed as a “prophet” of managementFollett’s ideas advocated social responsibility, respect for workers, and better cooperation throughout organizationsShe warned against the dangers of too much hierarchyFollett introduced the idea of Employee Ownership, Profit Sharing, and Gain-Sharing PlansHawthorne StudiesElton MayoThese studies were done at Western Electric Company and were set to determine how economic incentives and the physical conditions of the workplace affected the output of workersResearchers found that when workers were treated better and were given more attention by supervisors, they enjoyed work more and were a lot more productiveThe Hawthorne Effect- the tendency of persons singled out for special attention to perform as expectedPeoples performance will be affected by the way they are treated by their managersTheory X and Theory YDouglas McGregorBelieved managerial assumptions create self-fulfilling propheciesMcGregor framed his argument as a contrast between two opposing views of human nature: a set of negative assumptions he called Theory X and a set of positive ones he called Theory YManagers holding Theory X assumptions expect people to generally dislike work, lack ambition, act irresponsibly, resist changem and prefer to follow rather than to leadMcGregor believed in Theory Y assumptions that expect people to be willing to work, capable of self-control and self-direction, responsible and creativeTheses two assumptions create Self-fulfilling Prophecies- when a person acts in ways that confirm another’s expectationsTheory of Human NeedsAbraham MaslowThe human Need- a physiological or psychological deficiency that a person feels compelled to satisfyLower-order needs1. Physiological needs- Most basic, food, water, physical well being2. Safety needs- security, protection, stability3. Social needs- love, affection, belongingnessHigher-order needs4. Esteem needs- respect, prestige, recognition5. Self-actualization needs- highest level, self-fulfillmentPeople try to satisfy the five needs in sequence, moving step-by-step from lowest to highestProgression Principle- a need at any level becomes activated only after the next-lower-level need is satisfiedDeficit Principle- people act to satisfy needs for which a satisfaction deficit exists; a satisfied need doesn’t motivate behaviorPersonality and OrganizationChris ArgyrisSuggests that workers treated as adults will be more productiveArgyris believes opposite of Weber’s bureaucracy and Fayol’s administrative principles because he believes that when higher levels direct and control the work of lower level employees they lose initiative and end up being less productive and that this also sets up conditions for psychological failurePsychological success is more likely when people define their own goalsDefinitions for Chapter 2.2:Maslow’s Deficit principle- states that people act to satisfy needs for which a satisfaction deficit exists; a satisfied need doesn’t motivate behavior.Hawthorne effect- the tendency of persons singled out for special attention to perform as expected.Need- a physiological or psychological deficiency that a person wants to satisfyMaslow’s Progression Principle- states that a need at any level