1. Classical Perspective (1900+) ä Emphasized a rational, scientific approach to study of management and sought to make workers and organizations like efficient operating machines

2. Classic. Perspective Categories ä Scientific Management ä Frederick Taylor ä Frank and Lillian Gilbreth ä Bureaucratic Organizations (rational) ä Max Weber ä Administrative Principles (rational) ä Henri Fayol

3. Shift in Management Thinking Following the Hawthorne Studies FromTo Classical Management Humanistic Approach - Rationality - Efficiency - Standardization Recognition of importance of workers’ Social Environment

4. Humanistic Perspective (1920s+) ä Behavior Science Appr. ä e.g., Hawthorne Studies ä Human Relations Approach ä Emphasizes enlightened treatment of workers ä Human Resources Appr. ä Emphasizes power sharing between managers and employees ä e.g., Theory Y

5. Management Science Perspective (1940+) ä Involves Mathematics, Computers ä Examples: ä Forecasting ä Inventory control ä Scheduling ä Break-even analysis

6. Systems Theory (1950+) ä How the parts fit together ä How the organization interacts with its environment

8. Contingency View (1960+) ä Integrates many of the other views ä “No one best way to manage - the best way depends on the situation (e.g., have few rules in a small organization, many rules in a large one)

9. Current Challenges in Organizations Global Competition Global Competition Diversity (incl. Global) Diversity (incl. Global) Ethics and Social Responsibility Ethics and Social Responsibility Technological Change Technological Change

10. Contemporary Organizational Trends ä Companies stressing vision and values ä Employees more empowered (Managers moving from being bosses to being facilitators) ä Structures more team-based and “boundaryless” ä Organizations “knowledge-based”, stressing “life-long learning” ä Quality a forethought, not afterthought ä Ethics a forethought, not afterthought ä Less resistance to change ä Companies changing from monocultural to multicultural

11. Hofstede’s Dimensions of Culture ä Power Distance ä Uncertainty Avoidance ä Individualism/Collectivism ä Masculinity/Femininity ä (Time Orientation - Short vs. Long)

12. HOFSTEDE’S CULTURAL DIMENSIONS Power Distance Uncertainty Avoidance lowhigh lowhigh Smaller status differentials; Easy interaction of people from different backgrounds Limited interaction between low-status and high-status individuals Greater ease in unstructured, unpredictable situations Avoidance of unstructured, unpredictable situations IndividualismCollectivism Primary concern for self and family Primary concern for interests of the larger group Emphasis on assertiveness, competitiveness, material success Emphasis on good working conditions, security, feelings, intuition MasculinityFemininity

13. Time Orientation ä Short-Term Orientation means that people expect fairly rapid feedback from decisions, expect quick profits, frequent job evaluations and promotions, etc.

14. Hofstede’s Dimensions of Culture USJapFraChilTaiWAfr Mex Ger USJapFraChilTaiWAfr Mex Ger PD 40 54 68 63 58 77 81 35 UA 46 92 86 86 69 54 82 65 I/C 91 46 71 23 17 20 30 67 M/F 62 95 43 28 45 46 69 66 TO 29 80 30 - (118)* 16 - 31 *(China)

16. Diversity Statistics for the Workplace 5% 11% 14% 68%

17. Age Distribution of U.S. Labor Force, 2002 and 2012