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Management Yesterday and Today Chapter 2
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Historical Background of Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–1 Development of Major Management Theories
Major Approaches to Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Scientific Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–2 Taylor’s Four Principles of Management ,[object Object],[object Object],[object Object],[object Object]
Scientific Management (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
General Administrative Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–3 Fayol’s 14 Principles of Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–4 Weber’s Ideal Bureaucracy
Quantitative Approach to Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Understanding Organizational Behavior ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–5 Early Advocates of OB
The Hawthorne Studies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Systems Approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–6 The Organization as an Open System
Implications of the Systems Approach ,[object Object],[object Object],[object Object]
The Contingency Approach ,[object Object],[object Object],[object Object],[object Object]
Exhibit 2–7 Popular Contingency Variables ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Current Trends and Issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Current Trends and Issues (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–8 A Process for Addressing Ethical Dilemmas Step 1: What is the ethical dilemma ? Step 2: Who are the affected stakeholders ? Step 3: What personal, organizational , and external factors are important to my decision? Step 4: What are possible alternatives ? Step 5: Make a decision and act on it.
Current Trends and Issues (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Current Trends and Issues (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Current Trends and Issues (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–9 Categories of E-Business Involvement
Current Trends and Issues (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Exhibit 2–10 Learning Organization versus Traditional Organization
Current Trends and Issues (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2–11 What is Quality Management? Intense focus on the customer . Concern for continual improvement Process-focused . Improvement in the quality of everything . Accurate measurement . Empowerment of employees .
Terms to Know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Chapter 2 Management Yesterday And Today Ppt02

  • 1. Management Yesterday and Today Chapter 2
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  • 7. Exhibit 2–1 Development of Major Management Theories
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  • 14. Exhibit 2–4 Weber’s Ideal Bureaucracy
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  • 17. Exhibit 2–5 Early Advocates of OB
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  • 20. Exhibit 2–6 The Organization as an Open System
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  • 26. Exhibit 2–8 A Process for Addressing Ethical Dilemmas Step 1: What is the ethical dilemma ? Step 2: Who are the affected stakeholders ? Step 3: What personal, organizational , and external factors are important to my decision? Step 4: What are possible alternatives ? Step 5: Make a decision and act on it.
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  • 30. Exhibit 2–9 Categories of E-Business Involvement
  • 31.
  • 32. Exhibit 2–10 Learning Organization versus Traditional Organization
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  • 34. Exhibit 2–11 What is Quality Management? Intense focus on the customer . Concern for continual improvement Process-focused . Improvement in the quality of everything . Accurate measurement . Empowerment of employees .
  • 35.