MGMT6, 6th Edition Chuck
Williams solutions manual and test bank
MGMT6
Chapter 2:
History of Management
Pedagogy
Map
This chapter begins with the learning outcome
summaries and terms covered in the chapter, followed by a set of lesson plans
for you to use to deliver the content in Chapter 2.
- Lesson Plan for Lecture (for large sections)
- Lesson Plan for Group Work (for smaller classes)
- Assignments with Teaching Tips and Solutions
Ö
What Would You Do Case? Assignment––ISG Steelton
Ö
Self-Assessment––Dealing with Conflict
Ö
Management Decision––Tough Love?
Ö
Management Team Decision––Resolving Conflicts
Ö
Practice Being a Manager––Observing History Today
Ö
Develop Your Career Potential––Know Where Management Is
Going
Ö
Reel to Real Video Assignment: Management Workplace––Barcelona Restaurant Group
Ö
Review Questions
Ö
Additional Activities and Assignments
Highlighted
Assignments
|
Key Points
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|
What Would You Do? Case Assignment
|
Frederick
Taylor’s original research is made more accessible by casting college
students with summer jobs at the steel mill, in the role of the workers
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Self-Assessment
|
Students can use the assessment to gain a
better understanding of how they deal with conflict.
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Management Decision
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A manager
faces the decision of how to discipline employees.
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Management Team Decision
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As a
management team, students must decide how to resolve a conflict between a
company and employees.
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Practice Being a Manager
|
Students do
observational activities to see management theories in practice in modern
work environments.
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Develop Your Career Potential
|
Students
begin scanning the press to get a sense of where management is going.
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Reel to Real Video Assignment: Management
Workplace
|
Barcelona
Restaurant Group strives to provide a unique dining experience by hiring a
staff that has the freedom to impress customers.
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|
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Supplemental Resources
|
Where to Find
Them
|
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Course
Pre-Assessment
|
IRCD
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|
Course
Post-Assessment
|
IRCD
|
|
PowerPoint
slides with lecture notes
|
IRCD and
online
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|
Who Wants to
Be a Manager game
|
IRCD and
online
|
|
Test Bank
|
IRCD and
online
|
|
What Would
You Do? Quiz
|
Online
|
Learning
Outcomes
2.1 Explain
the origins of management.
Management
as a field of study is just 125 years old, but management ideas and practices
have actually been used since 5000 BCE.
From ancient Sumeria to 16th-century Europe ,
there are historical antecedents for each of the functions of management
discussed in this textbook: planning, organizing, leading, and controlling.
However, there was no compelling need for managers until systematic changes in
the nature of work and organizations occurred during the last two centuries. As
work shifted from families to factories; from skilled laborers to specialized,
unskilled laborers; from small, self-organized groups to large factories
employing thousands under one roof; and from unique, small batches of
production to standardized mass production; managers were needed to impose
order and structure, to motivate and direct large groups of workers, and to
plan and make decisions that optimized overall performance by effectively
coordinating the different parts of an organizational system.
2.2 Explain
the history of scientific management.
Scientific
management involves studying and testing different work methods to identify the
best, most efficient way to complete a job. According to Frederick W. Taylor,
the father of scientific management, managers should follow four scientific
management principles. First, study each element of work to determine the one
best way to do it. Second, scientifically select, train, teach, and develop
workers to reach their full potential. Third, cooperate with employees to
ensure that the scientific principles are implemented. Fourth, divide the work
and the responsibility equally between management and workers. Above all, Taylor Taylor
Frank and Lillian Gilbreth are best known for
their use of motion studies to simplify work. Whereas Taylor
2.3 Discuss
the history of bureaucratic and administrative management.
Today, we
associate bureaucracy with inefficiency and red tape. Yet, German sociologist
Max Weber thought that bureaucracy—that is, running organizations on the basis
of knowledge, fairness, and logical rules and procedures—would accomplish
organizational goals much more efficiently than monarchies and patriarchies,
where decisions were based on personal or family connections, personal gain,
and arbitrary decision making. Bureaucracies are characterized by seven
elements: qualification-based hiring; merit-based promotion; chain of command;
division of labor; impartial application of rules and procedures; recording
rules, procedures, and decisions in writing; and separating managers from
owners. Nonetheless, bureaucracies are often inefficient and can be highly
resistant to change.
The Frenchman Henri Fayol, whose ideas were
shaped by his more than 20 years of experience as a CEO, is best known for
developing five management functions (planning, organizing, coordinating,
commanding, and controlling) and fourteen principles of management (division of
work, authority and responsibility, discipline, unity of command, unity of
direction, subordination of individual interests to the general interest,
remuneration, centralization, scalar chain, order, equity, stability of tenure
of personnel, initiative, and esprit de corps).
2.4 Explain
the history of human relations management.
Unlike
most people who view conflict as bad, Mary Parker Follett believed that it
should be embraced rather than avoided. Of the three ways of dealing with
conflict––domination, compromise, and integration––she argued that the latter
was the best because it focuses on developing creative methods for meeting
conflicting parties’ needs.
Elton Mayo is best known for his role in the
Hawthorne Studies at the Western Electric Company. In the first stage of the
Hawthorne Studies, production went up because the increased attention paid to
the workers in the study and their development into a cohesive work group led
to significantly higher levels of job satisfaction and productivity. In the
second stage, productivity dropped because the workers had already developed
strong negative norms. The Hawthorne Studies demonstrated that workers’
feelings and attitudes affected their work, that financial incentives weren’t
necessarily the most important motivator for workers, and that group norms and
behavior play a critical role in behavior at work.
Chester Barnard, president of New Jersey Bell
Telephone, emphasized the critical importance of willing cooperation in
organizations. In general, Barnard argued that people will be indifferent to
managerial directives or orders if they (1) are understood, (2) are consistent
with the purpose of the organization, (3) are compatible with the people’s
personal interests, and (4) can actually be carried out by those people.
Acceptance of managerial authority (i.e., cooperation) is not automatic,
however.
2.5 Discuss
the history of operations, information, systems, and contingency management.
Operations
management uses a quantitative or mathematical approach to find ways to
increase productivity, improve quality, and manage or reduce costly
inventories. The manufacture of standardized, interchangeable parts, the
graphical and computerized design of parts, and the accidental discovery of
just-in-time inventory systems were some of the most important historical
events in operations management.
Throughout history, organizations have pushed
for and quickly adopted new information technologies that reduce the cost or
increase the speed with which they can acquire, store, retrieve, or communicate
information. Historically, some of the most important technologies that have
revolutionized information management were the creation of paper and the
printing press in the 14th and 15th centuries, the manual typewriter in 1850,
the cash register in 1879, the telephone in the 1880s, the personal computer in
the 1980s, and the Internet in the 1990s.
A system is a set of interrelated elements or
parts (subsystems) that function as a whole. Organizational systems obtain
inputs from both general and specific environments. Managers and workers then
use their management knowledge and manufacturing techniques to transform those
inputs into outputs, which, in turn, provide feedback to the organization.
Organizational systems must also address the issues of synergy and open versus closed systems.
Finally, the contingency approach to
management clearly states that there are no universal management theories. The
most effective management theory or idea depends on the kinds of problems or
situations that managers or organizations are facing at a particular time. This
means that management is much harder than it looks.
MGMT6, 6th Edition
- includes Career Transitions Printed Access Card
- Chuck Williams Butler University
- ISBN-10: 1285091078
- ISBN-13: 9781285091075
- 464 Pages Paperback
- Previous Editions: 2013, 2012, 2011
- © 2014 Published
- See more at: http://www.cengage.com/search/productOverview.do?Ntt=13646512891851871233390700731636689892&N=4294922239&Ns=P_CopyRight_Year|1&Ntk=P_EPI#sthash.wpoQmOfr.dpuf
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