MGMT 371 Lecture 3 Outline of Last Lecture - You should be able to define “management” and the four functions of management - Discuss concepts of “effectiveness” and “efficiency”- Describe the various perspectives or “schools of management and the principles that grew out of each.- Discuss the values that describe difference national cultures.Outline of Current Lecture - Theory X and the Fundamental Attribution Theory- Theory Y - Administrative Principles- Fayol’s Principles of Management Current LectureTheory X (classical)- People dislike work and will avoid it if possible- People must be coerced and directed to get them to put forth adequate effort Fundamental Attribution Error- People tend to overestimate the influence of internal factors (and underestimate the influence of external factors) on the behaviors of others.- Relates to the behavior of other people- Simple Sticky Model- caused by the bias of the fundamental Attribution error. Example: - Triangle Shirtwaist Factory Fire (1911)- Mostly women and immigrants operating sewing machines- Fire broke out but the doors were locked shut, many died- Managers assumed that people needed to be coursed to do work and prevent people from taking breaks Theory Y (humanistic)- People do not inherently dislike work- People will accept and seek responsibilityAdministrative PrinciplesThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Henri Fayol (1841-1925)- Originated outside the us- Focused on upper managementDefined job of manager (management functions)- Planning, organizing, Leading, Controlling- Developed principles to operate an organizationFayol’s Principles of Management:1. Unity of Command: each subordinate receives orders from only one superior- Example: hurricane Katrina, people were screaming for help but no one knew who was in charge. 2. Division of work: greater efficiency results when managers and workers specialize- Example: assembly lines are most efficient because people specialize3. Authority- Managers have the right to require employees to get things done- Both “formal” and “personal” authority are necessary to gain obedience- More knowledgeable and caring can get things done based on their personal qualities that make people want to work4. Centralization:- Managers retain final responsibility- Authority must match responsibility- Ex: you have to give people you delegate work to the authority to make decisions, even though you retain final