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More About This Title The Evolution of Management Thought, 6th Edition
English
Every chapter in the sixth edition of The Evolution of Management Thought has been thoroughly reviewed and updated to convey an appreciation of the people and ideas underlying the development of management theory and practice. The authors’ intent is to place various theories of management in their historical context, showing how they’ve changed over time. The text does this in a chronological framework, yet each part is designed as a separate and self-contained unit of study; substantial cross-referencing provides the opportunity for connecting earlier to later developments as a central unifying theme.
English
English
About the Authors xxiii
Preface xxv
Part I EarlyManagement Thought 1
Chapter 1 A Prologue to the Past 3
A Cultural Framework 5
The Economic Facet 6
The Social Facet 7
The Political Facet 7
The Technological Facet 8
People,Management, and Organizations 9
The Human Being 10
Organizations and Management 11
Summary 12
Chapter 2 Management before Industrialization 13
Management in Early Civilizations 13
The Near East 13
The Far East 14
Egypt 16
The Hebrews 17
Greece 17
Rome 20
The Catholic Church 20
Feudalism and The Middle Ages 21
The Revival of Commerce 22
The Cultural Rebirth 25
The Protestant Ethic 25
A Criticism of The Weberian Thesis 28
Modern Support for Weber 29
The Liberty Ethic 31
The Market Ethic 33
Summary 37
Chapter 3 The Industrial Revolution: Problems and Perspective 39
The Industrial Revolution in Great Britain 39
The Steam Engine 40
Management: The Fourth Factor of Production 42
Management Problems in the Early Factory 43
The Labor Problem 44
Recruitment 45
Training 45
Discipline and Motivation 46
The Search for Managerial Talent 50
Management Functions in the Early Factory 52
Cultural Consequences of the Industrial Revolution 55
The Condition of The Worker 55
Child and Female Labor 57
Summary 60
Chapter 4 Management Pioneers in the Early Factory 61
Robert Owen: The Search for a New Harmony 61
Early Managerial Experiences 61
The Call for Reform 64
Charles Babbage: The
Irascible Genius 66
The First Computer 67
Analyzing Industrial Operations 69
Andrew Ure: Pioneering in Management Education 70
Principles of Manufacturing 71
Charles Dupin: Industrial
Education in France 73
The Pioneers: A Final Note 75
Summary 76
Chapter 5 The Industrial Revolution in the United States 77
Antebellum Industry and Management 77
Early Industrial Development 78
The American System of Manufactures 81
The Railroads: Pioneering in U.S. Management 83
The Communication Revolution 83
The Age of Rails 84
Daniel Mccallum: System and Organization 85
Henry V. Poor: A Broader view of Management 88
Emerging Governance Issues 90
Summary 93
Chapter 6 Industrial Growth and Systematic Management 95
The Growth of U.S. Enterprise 95
The Accumulation of Resources 95
Carnegie and the Growth of Enterprise 97
The Renaissance of Systematic Management 99
Engineers and Economists 100
The Labor Question 104
Big Business and Its Changing
Environment 107
Business and Society: Barons or Benefactors? 107
Business and Labor: the Condition of the Worker 111
Inventive and Innovative Impulses 112
Business and Government: The Seeds of Reform 114
Summary of Part I 115
Part II The Scientific Management Era 119
Chapter 7 The Advent of Scientific Management 121
Frederick Winslow Taylor: The Early Years 122
Taylor at Midvale 123
The Search for Science in Management 125
The Quest for Improved Incentives 126
The Task-Management System 130
Taylor: The Manager and the Consultant 133
Taylor: The Peripatetic Philosopher 138
The Eastern Rate Case 140
Watertown and the Congressional Investigation 142
The Mental Revolution 148
Taylor and the Human Factor 152
Summary 154
Chapter 8 Spreading the Gospel of Efficiency 157
The Most Orthodox: Carl Barth 157
The Most Unorthodox: H. L. Gantt 159
The Task and Bonus System 159
The Habits of Industry 161
Graphic Aids to Management 162
Gantt: The Later Years 164
Partners for Life: The Gilbreths 166
Nothing Succeeds Like 168
And So, Into Scientific Management 169
Support for the Scientific-Management Movement 171
The First Lady of Management 173
Efficiency through Organization: Harrington Emerson 178
Line and Staff Organization 179
Principles of Efficiency 180
The Gospel in Public-Sector Organizations: Morris L. Cooke 182
Boxly Talks 183
Public Administration 185
Summary 187
Chapter 9 The Human Factor: Preparing the Way 189
Personnel Management: A Dual Heritage 190
Personnel as Welfare Work 190
Scientific Management and Personnel 192
Psychology and the Individual 196
Toward Scientific Psychology 197
The Birth of Industrial Psychology 197
Foundations of the Social Person:
Theory, Research, and Practice 200
The Antecedents of Industrial Sociology 200
Some Early Empirical Investigations 204
The ‘‘Democratization of theWorkplace’’ 205
The Trade Union Movement 205
The Changing Nature of Union–Management Cooperation 207
Summary 210
Chapter 10 The Emergence of the Management Process and Organization Theory 211
Henri Fayol: The Man and His Career 211
The Need for Management Theory 215
The Principles of Management 216
The Elements of Management 221
Planning 221
Organizing 223
Command, Coordination, and Control 225
A Final Note 227
Bureaucracy: MaxWeber 228
Bureaucracy as the Ideal 229
The Advantages of Bureaucracy 231
The Disadvantages of Bureaucracy 232
Summary 233
Chapter 11 Scientific Management in Theory and Practice 235
The Study and Practice of Scientific Management 235
Education for Industrial Management 236
The International Scientific Management Movement 239
Europe 239
Japan 243
Scientific Management in Industrial Practice 244
The Hoxie Report 246
The Thompson and Nelson Studies 249
Emerging General Management 252
The Impact of Scientific Management on Other Disciplines 252
Early Organization Theory 253
Scientific Management at Du Pont and General Motors 255
Business Policy and Philosophy 257
Summary 259
Chapter 12 Scientific Management in Retrospect 261
The Economic Environment: From the Farm to the Factory 261
The Rationalization of Resource Utilization 262
Management and The Worker 263
Technology: Opening New Horizons 266
The Social Environment: From Achievement to Affiliation 270
The Collision Effect 271
The Social Gospel 273
The Political Environment: From
One Roosevelt to Another 275
Scientific Management and The Progressives 275
Business and The Progressives 277
Summary of Part II 278
Part III The Social Person Era 281
Chapter 13 The Hawthorne Studies 283
The Hawthorne Studies Begin 284
Illumination Study (1924–1927) 284
Relay-Assembly Test
Room Study (1927–1932) 285
The Interviewing Program (1925–1932) 291
Bank-Wiring Observation Room Study (1931–1932) 294
Organizations as Social Systems 297
Human Relations, Leadership, and Motivation 299
Human Relations and Human Collaboration 300
Anomie and Social Disorganization 302
Developing the Human Relations Leader 303
Human Relations and Motivation 304
Summary 306
Chapter 14 The Search for Organizational Integration 309
Mary P. Follett: The Political
Philosopher 309
The Group Principle 311
Conflict Resolution 312
The Business Philosopher 315
Authority and Power 316
The Task of leadership 318
A Final Note 321
Chester I. Barnard: The Erudite Executive 322
The Nature of Cooperative Systems 323
Formal Organizations: Theory and Structure 324
The Acceptance Theory of Authority 326
The Functions of the Executive 327
Summary 331
Chapter 15 People and Organizations 333
People at Work: The Micro View 333
Developing Constructs for Group Analysis 334
The Growth of Human-Relations Research and Training 337
Changing Assumptions about People at Work 339
People and Motivation 339
Job Enlargement 342
Participation in Decision Making 343
Leadership: Combining People and Production 345
People at Work: The Macro View 347
The Search for Fusion 347
New Tools for Macro Analysis 349
Summary 352
Chapter 16 Organizations and People 353
Organizations: Structure and Design 353
James D. Mooney: The Affable Irishman 354
Texts, Teachers, and Trends 357
Building Blocks for Administrative Theory 361
Span of Control 363
Toward a Top-Management
Viewpoint 365
Ralph C. Davis: Pater Familiae et Magister 365
Harry Hopf: Toward the Optimum 368
Analyzing Top Management 369
Ownership and Control 371
Invisible and Visible Hands 372
Summary 373
Chapter 17 Human Relations in Concept and Practice 375
The Impact of Human Relations on Teaching and Practice 375
Extending and Applying Human Relations 376
Organized Labor and Human Relations 377
Hawthorne Revisited 379
The Premises of an Industrial Civilization 379
The Research Methods and Results 382
Summary 385
Chapter 18 The Social Person Era in Retrospect 387
The Economic Environment: From Depression to Prosperity 387
Attempts at Economic Recovery 388
The Grassroots and Bottom-Up Movement 390
Organization as the Answer 390
Seeds of Change: The New Technologies 391
The Social Environment: The Social Ethic and the Organization Man 393
Shifting Social Values 394
The Confusion of Souls 396
The Social Ethic 397
The Political Environment: From
FDR to Eisenhower 400
The New Deal 400
Augmenting the Position of Labor 401
Summary of Part III 403
Part IV The Modern Era 407
Chapter 19 Management Theory and Practice 409
The Renaissance of General Management 409
Fayol’s Intellectual Heirs 410
Management Education: Challenges and Responses 412
The ‘‘Management Theory Jungle’’ 413
Other Views of Managerial Work 415
Management Theory and Practice 419
Drucker: The Guru of Management Practice 423
From Business Policy to Strategic Management 425
Markets and Hierarchies 425
Governance and Agency Issues 427
Management as an Integrating and Innovating Task 429
Strategy and Views of the Firm 431
Strategic Leadership and Evolutionary Dynamics 434
Summary 437
Chapter 20 Organizational Behavior and Organization Theory 439
People and Organizations 439
Human Relations and Organizational Behavior 440
Theories X AND Y 442
Personnel/Human Resources Management and Industrial Relations 445
Work Design 447
Motivation 450
Leadership 454
Organizations and People 461
Organizations as Open Systems 462
Behavioral Theories of the Firm 464
Economic and Business Theories of the Firm 466
The Paradigm Wars 467
Strategy and Structure 467
Summary 469
Chapter 21 Science and Systems in Management 471
The Quest for Science in Management 471
Operations Research 472
Production Management in Transition 474
Old Lessons Relearned 476
Systems and Information 482
General Systems Theory 482
From The Invisible Hand to The Digital Hand 483
Summary 487
Chapter 22 Obligations and Opportunities 489
Individuals and Organizations: Relating to Evolving Expectations 489
Ethics 490
Business and Society 493
Management Opportunities in a Global Arena 498
The Globalization of Business 498
Managing across Cultures 501
Summary 504
Chapter 23 Epilogue 507
Name Index 511
Subject Index 523
