The Evolution of Management Thought

About the Authors

Preface

PART 1   Early Management Thought

1   A Prologue to the Past

Our Goal

A Cultural Framework

The Economic Facet

The Social Facet

The Political Facet

The Technological Facet

People, Management, and Organizations

Human Activity

Organizations and Management

Summary

2  Management Before Industrialization

Management in Early Civilizations

The Near East

The Far East and South Asia

Egypt

The Hebrews

Greece

Rome

The Roman Catholic Church

Feudalism and the Middle Ages

The Revival of Commerce

Cultural Rebirth

The Protestant Ethic

A Criticism of the Weberian Thesis

Modern Support for Weber

The Liberty Ethic

The Market Ethic

Summary

3  The Industrial Revolution: Challenges and Perspective

The Industrial Revolution in Great Britain

The Steam Engine

Management: The Fourth Factor of Production

Management Challenges in Early Factories

The Labor Challenge

The Search for Managerial Talent

Planning, Organizing, and Controlling

Cultural Consequences of the Industrial Revolution

Working Conditions

Child and Female Labor

Summary

4  Management Pioneers in Early Factories

Robert Owen: The Search for a New Harmony

Early Managerial Experiences

The Call for Reform

Charles Babbage: The Irascible Genius

The First Computer

Analyzing Industrial Operations

Andrew Ure: Pioneering in Management Education

Principles of Manufacturing

Charles Dupin: Industrial Education in France

The Pioneers: A Final Note

Summary

5  The Industrial Revolution in the United States

Antebellum Industry and Management

Early Industrial Development

The American System of Manufacturing

The Railroads: A Revolution in Transportation

The Communication Revolution

The Age of Rails

Daniel C. McCallum: System and Organization

Henry V. Poor: A Broader View of Management

Emerging Governance Issues

Summary

6  Industrial Growth and Systematic Management

The Growth of "Big Business"

Carnegie and the Rise of Big Business

The Emergence of Systematic Management

Engineers and Economists

The Labor Question

Big Business and Its Changing Environment

Business and Society: Barons or Benefactors?

Business and Labor: Uneasy Relations

Inventive and Innovative Impulses

Business and Government: Seeds of Reform

Summary of Part 1

Part 2  The Scientific-Management Era

7  The Advent of Scientific Management

Frederick W. Taylor: The Early Years

Taylor at Midvale

The Search for Science in Management

The Quest for Improved Performance Incentives

Task Management

Taylor: The Manager and the Consultant

Taylor: The Peripatetic Philosopher

The Eastern Rate Case

Watertown and the Congressional Investigation

The Mental Revolution

Taylor and the Human Factor

A Final Note

Summary

8  Spreading the Gospel of Efficiency

The Most Orthodox: Carl G. Barth

Charting Other Paths: Henry L. Gantt

The Task and Bonus System

The Habits of Industry

Graphic Aids to Management

The Later Years

Partners for Life: The Gilbreths

Nothing Succeeds Like . . .

And So, into Scientific Management

Support for The Scientific-Management Movement

The First Lady of Management

Efficiency Through Organization: Harrington Emerson

Line and Staff Organization

Twelve Principles of Efficiency

The "High Priest of Efficiency"

The Gospel in Public-Sector Organizations: Morris L. Cooke

The Boxly Talks

Public Administration

Summar

9  The Human Factor: Preparing the Way

Personnel Management: A Dual Heritage

Personnel Administration as Welfare Work

Scientific Management and Personnel Administration

Psychology and the Individual

Toward Scientific Psychology

The Birth of Industrial Psychology

The Social-Person Era: Theory, Research, and Practice

Antecedents of Industrial Sociology

Sociological Foundations

Early Empirical Investigations

"Democratization of the Workplace"

The Trade-Union Movement

The Changing Nature of Union-Management Cooperation

Employee Representation Plans

Summary

10  The Emergence of the Management Process and Organization Theory

Henri Fayol: The Man and His Career

The Need for Management Theory

The Principles of Management

The Elements of Management

A Final Note

Max Weber: Bureaucracy

Bureaucracy as the Ideal

Advantages of Bureaucracy

Disadvantages of Bureaucracy

Summary

11  Scientific Management in Theory and Practice

The Study and Practice of Scientific Management

Education for Industrial Management

The International Scientific-Management Movement

Scientific Management in Industrial Practice

The Hoxie Report

The Thompson and Nelson Studies

Emerging General Management

The Impact of Scientific Management on Other Disciplines

Early Organization Theory

Scientific Management at DuPont and General Motors

Business Policy

Summary

 

12  Scientific Management in Retrospect

The Economic Environment: From the Farm to the Factory

The Technological Environment: Opening New Horizons

The Social Environment: From Achievement to Affiliation

The Collision Effect

The Social Gospel

The Political Environment: The Advent of Progressivism

Scientific Management and the Progressives

Business and the Progressives

Summary of Part II

Part 3  The Social-Person Era

13 The Hawthorne Studies

The Hawthorne Studies Begin

Illumination Study (1924-1927)

Relay-Assembly Test-Room Study (1927-1932)

Interviewing Program (1925-1932)

Bank-Wiring Observation Room Study (1931-1932)

Organizations as Social Systems

Human Relations, Leadership, and Motivation

Human Relations and Human Collaboration

Anomie and Social Disorganization

Developing the Human-Relations-Oriented Manager

Human Relations and Motivation

Summary

14  The Search for Organizational Integration

Mary P. Follett: The Political Philosopher

The Group Principle

Conflict Resolution

A Business Philosopher

Authority, Responsibility, and Power

The Task of Leadership

A Final Note

Chester I. Barnard: The Erudite Executive

The Nature of Cooperative Systems

Formal Organizations: Theory and Structure

The Acceptance Theory of Authority

The Functions of the Executive

Moral Leadership

A Final Note

Summary

15  People and Organizations

People at Work: The Micro View

Developing Constructs for Group Analysis

The Growth of Human-Relations Research and Training

Changing Assumptions About People at Work

People and Motivation

Job Enlargement and Job Enrichment

Participation in Decision-Making

Leadership: Combining People and Production

People at Work: The Macro View

Organizations as Sociotechnical Systems

New Tools for Macro Analysis

Summary

16  Organizations and People

Organizations: Structure and Design

James D. Mooney: Organization Theory and Practice

Texts, Teachers, and Trends

Building Blocks for Administrative Theory

Span of Control

Toward a Top-Management

Viewpoint

Ralph C. Davis: Pater Familiae et Magister

Harry A. Hopf: Toward the Optimum

Analyzing Top Management

Ownership and Control

Invisible and Visible Hands

Summary

17  Human Relations in Theory and Practice

The Impact of Human Relations on Theory and Practice

Applying and Extending Human Relations

Hawthorne Revisited

Premises About an Industrial Society

Research Methods and Data Interpretation

Summary

18  The Social-Person Era in Retrospect

The Economic Environment: From Depression to Prosperity

Attempts at Economic Recovery

Big Business as Culprit

Seeds of Change: New Technologies

The Social Environment: Reshaping the Nation''s Values

Shifting Social Values

"Organization Men"

The Political Environment: FDR''s Pledge

The New Deal

Augmenting the Position of Labor

Summary of Part III

Part 4  Moving Onward: The Near Present

19  Management Theory and Practice

The Renaissance of General Management

Principles of Management and the Functions of Management

Peter F. Drucker and the Practice of Management

Management Education: Challenges and Consequences

The "Management Theory Jungle"

Management Education: The Porter-McKibbin Report

The Management Theory-Practice Divide

Post-Fayol: Studies of Managerial Work

Global Studies of Managerial Work

Managing Across Borders

The Changing Scene

Markets and Hierarchies

The Resource- and Knowledge-Based Theories of the Firm

Governance and Agency Issues

From Business Policy to Strategic Management to Global Strategy

Multination