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Global Management Studies
GMS 200
Sui Sui

Chapter2- History of Management- Past and Present  What can be learned from classical management thinking?  What insights come from the behavioural management approaches?  What are the foundations of modern management thinking?  Management Ideas and Practice throughout History  Egyptian pyramid construction (5000 BC)  Chinese dynasties (2250 BC)  The industrial revolution (1750-1850)  Machine power  large scale production  highly specialized workers  innovations  Birth of classical management.  Look at figure 2.1 Major branches in the classical approach to management.  Frederick W. Taylor (1856-1915)  An American mechanical engineer  The "father of scientific management"  One of the first management consultants  Taylorism  Scientific management  Frank (1868-a924) and Lillian (1878-1972) Gilbreth  Motion Study  Eliminating wasted motions improves performance.  Practical lessons from scientific management  Make results-based compensation a performance incentive  Carefully design jobs with efficient work methods  Carefully select workers with the abilities to do these jobs  Train workers to perform jobs to the best of their abilities  Train supervisors to support workers so they can perform jobs to the best of their abilities  Problems with scientific management  Workers are necessarily human  No time to relax  No permission to innovate.  Case study: the global value of iPhone  It isn't just that workers are cheaper.  The vast scale of overseas factories as well as the flexibility, diligence and industrial skills of foreign workers have so outpaced their American counterparts.  One of Apple's biggest manufacturers, Foxcoon, is a Taiwan based company. Controversies:  allegations of employee mistreatment  suicides  protests  Henri Fayol (1841-1925)  Communication as a necessary ingredient to successful management  14 administrative principles  Rules of management  Key principles of management  Scalar chain  Unity of command  Unity of direction  Bureaucratic organization (Max Weber)  Bureaucracy  An ideal, intentionally rational,, and very efficient form of organization that could correct performance deficiencies in late 19th century German organizations  Characteristics of bureaucratic organizations:  Clear division of labour  Clear hierarchy of authority  Formal rules and procedures  Possible disadvantages of bureaucracy  Excessive paperwork or "red tape"  Slowness in handling problems  Look at figure 2.2 Foundations in the behavioural or human resource approached to management  Administrative principles: Mary Parker Follett (an American social worker, management consultant, 1868-1933)  Manager's job is to help people in the organization cooperate and achieve an integration of interests.  Concerns for managerial ethics and corporate social responsibility  Hawthorne studies  Were carried out by the Western Electric company at their Hawthorn plant in the 19020's.  Illumina
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