Instructor’s Manual and Test Bank To accompany The Evolution of Management Thought
Eighth Edition
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A. Part One, Early Management Thought ...................... 5 · Synopsis of Chapters 1. A Prologue to the Past......................... 5 2. Management before Industrialization ........... 7 3. The Industrial Revolution: Challenges and Perspective ................................. 12 4. Management Pioneers in the Early Factory .... 14 5. The Industrial Revolution in the United States 18 6. Industrial Growth and Systematic Management .. 22 · Test bank for Part One .............................. 26 D. Part Two, The Scientific Management Era · Synopsis of Chapters
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7. The Advent of Scientific Management .......... 56 8. Spreading the Gospel of Efficiency ........... 61 9. The Human Factor: Preparing the Way ......... 66 10. The Emergence of the Management Process and Organization Theory....................... 71 11. Scientific Management in Theory and Practice . 76 12. Scientific Management in Retrospect ........ 81 · Test bank for Part Two ............................. 83 E. Part Three, The Social Person Era ..................... 110 · Synopsis of Chapters 13. The Hawthorne Studies........................ 110 14. The Search for Organizational Integration ... 115 15. People and Organizations .................... 120 16. Organizations and People .................... 124 17. Human Relations in Theory and Practice ...... 128 18. The Social Person Era in Retrospect ......... 130 · Test bank for Part Three ........................... 133 F. Part Four, Moving Onward: Toward the Near Present ..... 156 · Synopsis of Chapters 19. Management Theory and Practice..............156 20. Organizational Behavior and Organization Theory ....................................... 162 21. Science and Systems in an Information Age ... 169 22. Obligations and Opportunities ............... 173 · Test bank for Part Four ............................ 177 3
Chapter Synopses Part One Early Management Thought Chapter 1 A Prologue to the Past The purpose of this chapter is to develop a conceptual framework and rationale for the study of management history. Key points to consider: A.
The Study of Management History 1. The practice of management is ancient, arising whenever people formed organizations (economic, social, political, religious, and so on). These organizations needed the activity of management. 2. What is the difference between historical research and historical perspective? How do our experiences such as education, and ethnicity and so forth influence our perspective? 3. The authors suggest history: a. It helps us integrate our knowledge. b. It provides a perspective on the past that can be used for the present. c. History helps us develop alternatives because our knowledge has been broadened and deepened by an understanding of the past.
B. A Cultural Framework 1. Economic environment -- people and the resources used (physical, financial, information,etc.) to achieve goals. Some attention should be focused on Heilbroner's categories of resource allocation: a. Tradition b. Command c. Market Heilbroner wrote this a half-century ago---do these categories exist currently? Or, are more economies a “mix” of these? 4
2. Social environment -- people to people relationships. Assumptions about other people guide our behavior. Standards of conduct (values, ethics) vary over time, but we always seek to define rights and wrongs. 3. Political environment -- people and their government. What is the purpose of government? What is its source of authority? Contrast an elected government with one that rules based upon a central power figure, or group, along the dimensions of individual rights, property, redress of grievances, and contracts. 4. Technological environment—-technology is defined as the art and applied science of making tools and equipment. Technology advances in spurts—-what factors influence technological advancement? Does technology advance uniformly across national borders? Why or why not? C.
People, Management, and Organization -- the purpose here is to develop ideas about why organizations are formed and the role of management in organizations. 1. Humans -- individuals are the foundation of organizations and we meet our needs by working with others. Figure 1-1 provides a starting point for discussion. 2. Organizations -- it is rare to find a self-sufficient individual; most of us work together in groups to achieve goals. a. Division (specialization) of labor emerges from our individual differences. b. Hierarchy -- evolves to structure and integrate human efforts. 3. Management is essential to organized endeavors. Persons may be designated to manage; sometimes groups can come to agreements and manage their efforts. In either case, however, the activity of management must be present.
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Chapter 2 Management before Industrialization This chapter is intended to illustrate the practice of management in various past civilizations and to indicate the changing conditions that led to the Industrial Revolution. In the first part, the student should be looking for managerial practices such as the need for authority, planning, organizing, leading, strategy, controlling, and so forth. A. Management in Early Civilizations 1. Hammurabi -- declared his authority came from the Sun God (who could argue with that?) Developed a Code of Laws -- see the first mention of accounting and an agency relationship. 2. See the quotes from the Christian New Testament and from the Prophet Mohammed about the importance of work. Ask the students if these statements still apply today. 3. Sun Tzu -- the importance of planning and strategy. (Students may recall the movie "Wall Street" in which Gordon Gecko, played by Michael Douglas, was fond of quoting Sun Tzu). 4. Confucius -- merit as a basis for personnel selection. Were the Chinese tests "valid" when selecting leaders based on scholarly virtues? a. Chinese development of an early bureaucracy. Confucius wanted to develop the moral nature of people (virtue); the "legalists" wanted a system of laws. b. Confucius provided the foundations of ethics in many Eastern nations based on “virtue.” How is virtue achieved? What are other notions of how we should behave? c. In an early Chinese workshop there is evidence of division of labor and departments to group workers. 5. Kautilya -- founder of public administration in ancient India. Note the trait approach to selecting managers; the use 6