An Analysis Opf Talcott Parason' Modern Social Theory Applied To
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History of Management
Chapter 2: History of Management TRUE/FALSE 1. Management ideas and practices have actually been used from the earliest times of recorded history. ANS: T PTS: 1 DIF: Easy REF: 42 TOP: AACSB Reflective Thinking KEY: Creation of Value 2. For most of humankind’s history, people have commuted to work. ANS: F For most of history, people have worked in or near their homes and have not commuted. PTS: 1 DIF: Easy REF: 45 TOP: AACSB Reflective Thinking KEY: Creation of Value 3. After the Industrial Revolution, jobs mostly occurred in large, formal organizations where hundreds of people worked under one roof. ANS: T PTS: 1 DIF: Easy REF: 45-46 TOP: AACSB Reflective Thinking KEY: Group Dynamics | Operations Management 4. Frederick Taylor was the father of systems management. ANS: F Frederick Taylor was the father of scientific management. PTS: 1 DIF: Easy REF: 47 TOP: AACSB Reflective Thinking KEY: Operations Management | HRM | Leadership Principles 5. One of Taylor’s scientific management principles concerned how workers should be selected. ANS: T The second principle of scientific management was to scientifically select, train, teach, and develop workers to help them reach their full potential. See Exhibit 2.2. PTS: 1 DIF: Easy REF: 48 TOP: AACSB Reflective Thinking KEY: HRM 6. According to the principles of scientific management, work and the responsibility for the work should be divided equally between workers and management. ANS: T See Exhibit 2.2 PTS: 1 DIF: Moderate REF: 48 TOP: AACSB Reflective Thinking KEY: Operations Management 7. K-M-S Industries in Ohio specializes in making one-of-a-kind precision parts for performance racing, energy, transportation, and aerospace applications. -
CHAPTER 1 MAKING SENSE of MANAGEMENT History, Science, Perspectives
01-Clegg.qxd 6/7/2004 3:08 PM Page 3 CHAPTER 1 MAKING SENSE OF MANAGEMENT History, Science, Perspectives Objectives and learning outcomes By the end of this chapter, you will be able to Appreciate the issues for which management ideas were developed as solutions. Understand the contributions of some foundational management thinkers. Explain key themes in thinking about organizations and management. Understand the historical development of management thinking. Discuss the differences and the continuities in early management thought. Distinguish between the ideas articulated by the key foundational thinkers and be able to engage with them critically. 01-Clegg.qxd 6/7/2004 3:08 PM Page 4 4 PART I MAKING SENSE OF MANAGEMENT Outline of the Chapter Setting the Scene Central Approaches and Main Theories Management and Scale: Legislation, Internal Contracts, and Bureaucracies Management and Hands: The Importance of Being Confined in Space Management and Surveillance: Jeremy Bentham’s Design for the Panopticon Management and Engineering: F. W. Taylor and Scientific Management Management and Authority: Henri Fayol and Systematic Authority Management and Counseling: Elton Mayo’s Management of Collaboration Management and Leadership: Chester Barnard and the Functions of the Executive Critical Issues: Management and Social Justice—The Work of Mary Parker Follett Social Responsibility and Democracy The Fine Print: The Changing Theory and Practice of Management Summary and Review One More Time . Additional Resources 01-Clegg.qxd 6/7/2004 3:08 PM Page 5 CHAPTER 1 MAKING SENSE OF MANAGEMENT 5 B e f o r e y o u g e t s t a r t e d . -
The Basic Theoretical Contribution of Chester I. Barnard to Contemporary Administrative Thought
University of Massachusetts Amherst ScholarWorks@UMass Amherst Doctoral Dissertations 1896 - February 2014 1-1-1966 The ab sic theoretical contribution of Chester I. Barnard to contemporary administrative thought. Daniel Gerard Donnelly University of Massachusetts Amherst Follow this and additional works at: https://scholarworks.umass.edu/dissertations_1 Recommended Citation Donnelly, Daniel Gerard, "The asicb theoretical contribution of Chester I. Barnard to contemporary administrative thought." (1966). Doctoral Dissertations 1896 - February 2014. 3816. https://scholarworks.umass.edu/dissertations_1/3816 This Open Access Dissertation is brought to you for free and open access by ScholarWorks@UMass Amherst. It has been accepted for inclusion in Doctoral Dissertations 1896 - February 2014 by an authorized administrator of ScholarWorks@UMass Amherst. For more information, please contact [email protected]. THE BASIC THEORETICAL CONTRIBUTION OF CHESTER I. BARNARD TO CONTEMPORARY ADMINISTRATIVE THOUGHT A Dissertation Presented By DANIEL GERARD DONNELLY Submitted to the Graduate School of the University of Massachusetts in partial fulfillment of the requirements for the degree of DOCTOR OF EDUCATION August 1966 Major Subject Administration Copyright by Daniel Gerard Donnelly 1966 ) THE BASIC THEORETICAL CONTRIBUTION OF CHESTER I. BARNARD TO CONTEMPORARY ADMINISTRATIVE THOUGHT A Dissertation Presented By DANIEL GERARD DONNELLY Approved as to style and content by: (Member ACKNOWLEDGMENTS The encouragement and advice of Dr. Clifford V. Jones, Dr. Robert Wellman, and, in particular, of Dr. William E. Griffiths are greatfully acknowledged. Special thanks are al30 due to JRB and ALS for their cooperation, patience, and indispensable good humor. V TABLE OF CONTENTS Chapter Page I. A DESCRIPTION OF THE STUDY . 1 Statement of the Problem Need for the Study Related Research Definitions and Limitations Design of the Study II. -
Organization Theory in What Are the Basic Tenets of a Post Postmodernism the Postmodern Era Modern Perspective? and Feminist Kilduff, M
Topic Theorists & Theories Integration Classical Henri Fayol, - General Principles of What was the primary point of leverage Management for improving organizational Frederick Winslow Taylor, The Principles effectiveness as viewed by the classical of Scientific Management theorists? Max Weber, Conceptualization of Bureaucracy Neo Classical Chester Barnard (1966), What are key themes in how thought Herbert Simon (1946). What is Simon’s shifted in the neo classical and human beef with what he calls the ‘proverbs of resource perspectives? How did the PA?’ types of questions being asked and answered by the dominant theorists Selznick, P. (1948). Foundations of the change? Theory of Organization. What are Barnard’s arguments about Human Mary Parker Follett, The Giving of Orders the nature and role of incentives and coercion in creating a cooperative? Resource Theory Fritz Roethlisberger, The Hawthorne Experiments What is Selznick’s basic thesis as it relates to the distinction between the Douglas McGregor, The Human Side of formal and informal organization? What Enterprise are the implications of thinking of organizations as cooperative (as opposed to purely economic or mechanistic) systems? Modern Burns, T. & Stalker, G.M. (1994) In the modern structural theories: what Structural & Mechanistic and organic systems of is meant by environment, what about the Contingency management environment was seen as particularly Theories important to attend to, how was the environment seen as impacting the Walker, A & Lorsch, J. (1968). nature of work, and what did all of this Organizational choice: Product versus mean for effective organizational function design? Laurence, P. R. & J. W. Lorsch (1967). What is the common underlying premise Organization and Environment. -
Barnard's Regret
Barnard's Regret: Zones of Accountability and the Limits of Authority Authors Melvin J. Dubnick, Professor Department of Political Science University of New Hampshire Melvin J. Dubnick teaches at the University of New Hampshire where is a professor of political science. He writes extensively on accountability and ethics, and has co-authored or co-edited volumes on accountable governance, public administration, regulatory policy, policy analysis and American government. He is a member of the National Academy of Public Administration, a former managing editor of Public Administration Review and professor emeritus at Rutgers University-Newark. Jonathan B. Justice, Associate Professor School of Public Policy and Administration University of Delaware Jonathan B. Justice is an associate professor in the University of Delaware's School of Public Policy and Administration. His academic areas of specialization include public budgeting and financial management, public-sector accountability and decision making, fiscal transparency and participatory budgeting, and local economic development. Manuscript revised and resubmitted to Public Integrity, July 2012. Accepted November 2012 Barnard's Regret: Zones of Accountability and the Limits of Authority Melvin J. Dubnick & Jonathan B. Justice Abstract Nearly two decades after publication of his seminal work, The Functions of the Executive, Chester Barnard had the insight that moral responsibility and accountability might be a more powerful principle for guiding individual actions within organizations than the executive authority he emphasized in his earlier work. This article begins the work of elaborating one direction in which Barnard might have developed his insight, by adopting ethical acceptance rather than self-interested indifference as the metaphor describing members' willingness to act in accordance with organizational needs rather than purely individual preferences.