The Evolution of Management Thought
7th Edition
Published on 5. April 2018
Book
Paperback/Softback
448 pages
978-1-119-40027-1 (ISBN)
Description
The seventh edition of author Daniel Wren's and Arthur Bedeian's classic text provides a comprehensive understanding of the origin and development of ideas in management. This text traces the evolution of management thought from its earliest days to the present, by examining the backgrounds, ideas and influences of its major contributors.
Every chapter in the seventh 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 new edition includes an Instructor's Manual and a PowerPoint package featuring 650 photographs, charts, and other visual materials. 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.
Every chapter in the seventh 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 new edition includes an Instructor's Manual and a PowerPoint package featuring 650 photographs, charts, and other visual materials. 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.
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Previous edition
Daniel A. Wren | Arthur G. Bedeian
The Evolution of Management Thought
Book
01/2009
6th Edition
Wiley
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Persons
Content
About the Authors xvii
Preface xix
Part 1 Early Management Thought 1
1 A Prologue to the Past 3
A Cultural Framework 4
The Economic Facet 5
The Social Facet 6
The Political Facet 6
The Technological Facet 6
People, Management, and Organizations 7
The Human Being 8
Organizations and Management 9
Summary 10
2 Management Before Industrialization 11
Management in Early Civilizations 11
The Near East 11
The Far East 12
Egypt 14
The Hebrews 14
Greece 15
Rome 16
The Roman Catholic Church 17
Feudalism and the Middle Ages 18
The Revival of Commerce 18
Cultural Rebirth 21
The Protestant Ethic 21
A Criticism of the Weberian Thesis 23
Modern Support for Weber 24
The Liberty Ethic 25
The Market Ethic 27
Summary 30
3 The Industrial Revolution: Challenges and Perspective 31
The Industrial Revolution in Great Britain 31
The Steam Engine 32
Management: The Fourth Factor of Production 34
Management Challenges in Early Factories 35
The Labor Challenge 35
Recruitment 35
Training 36
Discipline and Motivation 37
The Search for Managerial Talent 39
Management Functions in the Early Factory 41
Cultural Consequences of the Industrial Revolution 43
Working Conditions 43
Child and Female Labor 45
Summary 47
4 Management Pioneers in the Early Factory 48
Robert Owen: The Search for a New Harmony 48
Early Managerial Experiences 49
The Call for Reform 50
Charles Babbage: The Irascible Genius 53
The First Computer 53
Analyzing Industrial Operations 55
Andrew Ure: Pioneering in Management Education 56
Principles of Manufacturing 57
Charles Dupin: Industrial Education in France 58
The Pioneers: A Final Note 60
Summary 61
5 The Industrial Revolution in the United States 62
Antebellum Industry and Management 62
Early Industrial Development 63
The American System of Manufacturing 65
The Railroads: Pioneering in U.S. Management 67
The Communication Revolution 67
The Age of Rails 68
Daniel C. McCallum: System and Organization 68
Henry V. Poor: A Broader View of Management 71
Emerging Governance Issues 72
Summary 74
6 Industrial Growth and Systematic Management 75
The Growth of U.S. Enterprises 75
Carnegie and the Rise of Big Business 77
The Emergence of Systematic Management 78
Engineers and Economists 78
The Labor Question 81
Big Business and Its Changing Environment 84
Business and Society: Barons or Benefactors? 84
Business and Labor: Uneasy Relations 88
Inventive and Innovative Impulses 89
Business and Government: Seeds of Reform 90
Summary of Part 1 91
Part 2 The Scientific-Management Era 93
7 The Advent of Scientific Management 95
Frederick W. Taylor: The Early Years 96
Taylor at Midvale 96
The Search for Science in Management 98
The Quest for Improved Performance Incentives 99
Task Management 102
Taylor: The Manager and the Consultant 104
Taylor: The Peripatetic Philosopher 108
The Eastern Rate Case 109
Watertown and the Congressional Investigation 112
The Mental Revolution 117
Taylor and the Human Factor 119
Summary 121
8 Spreading the Gospel of Efficiency 123
The Most Orthodox: Carl G. Barth 123
Charting Other Paths: Henry L. Gantt 125
The Task and Bonus System 126
The Habits of Industry 127
Graphic Aids to Management 127
Gantt: The Later Years 129
Partners for Life: The Gilbreths 131
Nothing Succeeds Like. 132
And So, into Scientific Management 134
Support for the Scientific-Management Movement 135
The First Lady of Management 137
Efficiency through Organization: Harrington Emerson 141
Line and Staff Organization 142
Principles of Efficiency 143
Emerson's Efficiency Engineering and Practice 144
The Gospel in Public-Sector Organizations: Morris L. Cooke 145
The Boxly Talks 146
Public Administration 148
Summary 149
9 The Human Factor: Preparing the Way 150
Personnel Management: A Dual Heritage 151
Personnel as Welfare Work 151
Scientific Management and Personnel 153
Psychology and the Individual 157
Toward Scientific Psychology 158
The Birth of Industrial Psychology 158
The Social Person Era: Theory, Research, and Practice 160
The Antecedents of Industrial Sociology 160
Sociological Foundations 163
Some Early Empirical Investigations 163
The "Democratization of the Workplace" 164
The Trade-Union Movement 164
The Changing Nature of Union-Management Cooperation 166
Employee Representation Plans 168
Summary 169
10 The Emergence of the Management Process and Organization Theory 170
Henri Fayol: The Man and His Career 170
The Need for Management Theory 173
The Principles of Management 174
The Elements of Management 178
Planning 178
Organizing 179
Command, Coordination, and Control 181
A Final Note 182
Bureaucracy: Max Weber 183
Bureaucracy as the Ideal 184
The Advantages of Bureaucracy 185
The Disadvantages of Bureaucracy 186
Summary 187
11 Scientific Management in Theory and Practice 188
The Study and Practice of Scientific Management 189
Education for Industrial Management 189
The International Scientific-Management Movement 192
France and Britain 192
Germany, Austria, Poland, and Russia 193
Scientific Management in Other European Nations 196
Formalizing Scientific Management in Europe 197
Japan, China, and Australia 198
And Beyond 200
Scientific Management in Industrial Practice 201
The Hoxie Report 202
The Thompson and Nelson Studies 205
Emerging General Management 207
The Impact of Scientific Management on Other Disciplines 207
Early Organization Theory 208
Scientific Management at DuPont and General Motors 209
Business Policy 211
Summary 213
12 Scientific Management in Retrospect 214
The Economic Environment: From the Farm to the Factory 215
Technology: Opening New Horizons 217
The Social Environment: From Achievement to Affiliation 219
Cultural Thought: The Collision Effect 220
The Social Gospel 220
The Political Environment: The Advent of Progressivism 222
Scientific Management and the Progressives 222
Business and the Progressives 223
Summary of Part II 224
Part 3 The Social Person Era 227
13 The Hawthorne Studies 229
The Hawthorne Studies Begin 230
Illumination Study (1924-1927) 230
Relay-Assembly Test-Room Study (1927-1932) 231
The Interviewing Program (1925-1932) 235
Bank-Wiring Observation Room Study (1931-1932) 238
Organizations as Social Systems 240
Human Relations, Leadership, and Motivation 241
Human Relations and Human Collaboration 243
Anomie and Social Disorganization 244
Developing the Human-Relations-Oriented Manager 245
Human Relations and Motivation 245
Summary 247
14 The Search for Organizational Integration 248
Mary P. Follett: The Political Philosopher 248
The Group Principle 249
Conflict Resolution 251
A Business Philosopher 252
Authority, Responsibility, and Power 253
The Task of Leadership 254
A Final Note 256
Chester I. Barnard: The Erudite Executive 257
The Nature of Cooperative Systems 258
Formal Organizations: Theory and Structure 259
The Acceptance Theory of Authority 260
The Functions of the Executive 261
Moral Leadership 263
Coda 263
Summary 264
15 People and Organizations 265
People at Work: The Micro View 265
Developing Constructs for Group Analysis 266
The Growth of Human-Relations Research and Training 269
Changing Assumptions about People at Work 270
People and Motivation 270
Job Enlargement 273
Participation in Decision-Making 273
Leadership: Combining People and Production 275
People at Work: The Macro View 276
Organizations as Sociotechnical Systems 277
New Tools for Macro Analysis 278
Summary 279
16 Organizations and People 280
Organizations: Structure and Design 281
James D. Mooney: Organization Theory and Practice 281
Texts, Teachers, and Trends 283
Building Blocks for Administrative Theory 286
Span of Control 288
Toward a Top-Management Viewpoint 289
Ralph C. Davis: Pater Familiae et Magister 290
Harry Hopf: Toward the Optimum 292
Analyzing Top Management 293
Ownership and Control 294
Invisible and Visible Hands 295
Summary 296
17 Human Relations in Theory and Practice 297
The Impact of Human Relations on Theory and Practice 297
Applying and Extending Human Relations 298
Hawthorne Revisited 298
Premises of an Industrial Society 298
Research Methods and Data Interpretation 300
Summary 304
18 The Social-Person Era in Retrospect 305
The Economic Environment: From Depression to Prosperity 305
Attempts at Economic Recovery 306
Big Business 307
Seeds of Change: The New Technologies 308
The Social Environment: The Social Ethic and the Organization Man 309
Shifting Social Values 310
A "Confusion of Souls" 312
The Social Ethic 312
The Political Environment: FDR's Pledge 314
The New Deal 314
Augmenting the Position of Labor 315
Summary of Part III 317
Part 4 Moving Onward: The Near Present 319
19 Management Theory and Practice 321
The Renaissance of General Management 322
Principles of Management and the Functions of Management 322
Peter F. Drucker and the Practice of Management 323
Management Education: Challenges and Consequences 325
The "Management Theory Jungle" 326
Management Education: The Porter-McKibbin Report 327
The Management Theory-Practice Divide 327
What Do Managers Do? 329
Global Studies of Managerial Work 330
The Changing Scene 331
From Business Policy to Strategic Management to Global Strategy 331
Markets and Hierarchies 333
The Resource- and Knowledge-Based Theories of the Firm 333
Governance and Agency Issues 334
Multinational Enterprise and Global Strategy 335
Strategic Leadership and "Dynamic Capabilities" 336
Summary 338
20 Organizational Behavior and Organization Theory 339
The Human Side of Organizations 340
The Transition from Human Relations to Organizational Behavior 340
Theories X and Y 341
Human-Resource Management and Industrial Relations: The Changing Scene 343
Job Design 345
Work Motivation 347
Effective Leadership 349
The Trait Phase 349
The Behavioral Phase 350
The Situational Phase 351
Contemporary Leadership Theories 351
Managing Across Borders 353
Project GLOBE 355
Organization Theory: A Continuing Venture 356
Aston Studies: Workflow Integration and Production Continuity 356
Thompson: Technological Interdependence 357
Contingency Theory 357
Organizations and Their Environments 358
Strategic Choice 358
Resource-Dependence Theory 359
Population Ecology 359
U.S. Theories Abroad 360
Summary 361
21 Science and Systems in an Information Age 362
The Quest for Science in Management 363
Operations Research (OR) 363
Production Management in Transition 364
"If Japan Can. Why Can't We? " 365
Quality and Quality Circles 365
The Toyota Production System and Lean Manufacturing 368
Globalization and the International Organization for Standardization 368
Seeking World-Class Manufacturing 368
Systems and Information 369
General Systems Theory and Cybernetics 370
From the "Invisible Hand" to the "Digital Hand" 371
It Is a Small, Smaller World 371
Enabling Global Trade through Information and Communication 373
Summary 374
22 Obligations and Opportunities 375
Managing in a Global Arena 375
The Globalization of Business 375
Individuals and Organizations: Relating to Evolving Expectations 377
Business Ethics 378
Acting Ethically and Globally 380
Business and Society 381
Social Entrepreneurship 384
Business and Its Environment 384
Summary 385
Epilogue 386
Name Index 387
Subject Index 403
Preface xix
Part 1 Early Management Thought 1
1 A Prologue to the Past 3
A Cultural Framework 4
The Economic Facet 5
The Social Facet 6
The Political Facet 6
The Technological Facet 6
People, Management, and Organizations 7
The Human Being 8
Organizations and Management 9
Summary 10
2 Management Before Industrialization 11
Management in Early Civilizations 11
The Near East 11
The Far East 12
Egypt 14
The Hebrews 14
Greece 15
Rome 16
The Roman Catholic Church 17
Feudalism and the Middle Ages 18
The Revival of Commerce 18
Cultural Rebirth 21
The Protestant Ethic 21
A Criticism of the Weberian Thesis 23
Modern Support for Weber 24
The Liberty Ethic 25
The Market Ethic 27
Summary 30
3 The Industrial Revolution: Challenges and Perspective 31
The Industrial Revolution in Great Britain 31
The Steam Engine 32
Management: The Fourth Factor of Production 34
Management Challenges in Early Factories 35
The Labor Challenge 35
Recruitment 35
Training 36
Discipline and Motivation 37
The Search for Managerial Talent 39
Management Functions in the Early Factory 41
Cultural Consequences of the Industrial Revolution 43
Working Conditions 43
Child and Female Labor 45
Summary 47
4 Management Pioneers in the Early Factory 48
Robert Owen: The Search for a New Harmony 48
Early Managerial Experiences 49
The Call for Reform 50
Charles Babbage: The Irascible Genius 53
The First Computer 53
Analyzing Industrial Operations 55
Andrew Ure: Pioneering in Management Education 56
Principles of Manufacturing 57
Charles Dupin: Industrial Education in France 58
The Pioneers: A Final Note 60
Summary 61
5 The Industrial Revolution in the United States 62
Antebellum Industry and Management 62
Early Industrial Development 63
The American System of Manufacturing 65
The Railroads: Pioneering in U.S. Management 67
The Communication Revolution 67
The Age of Rails 68
Daniel C. McCallum: System and Organization 68
Henry V. Poor: A Broader View of Management 71
Emerging Governance Issues 72
Summary 74
6 Industrial Growth and Systematic Management 75
The Growth of U.S. Enterprises 75
Carnegie and the Rise of Big Business 77
The Emergence of Systematic Management 78
Engineers and Economists 78
The Labor Question 81
Big Business and Its Changing Environment 84
Business and Society: Barons or Benefactors? 84
Business and Labor: Uneasy Relations 88
Inventive and Innovative Impulses 89
Business and Government: Seeds of Reform 90
Summary of Part 1 91
Part 2 The Scientific-Management Era 93
7 The Advent of Scientific Management 95
Frederick W. Taylor: The Early Years 96
Taylor at Midvale 96
The Search for Science in Management 98
The Quest for Improved Performance Incentives 99
Task Management 102
Taylor: The Manager and the Consultant 104
Taylor: The Peripatetic Philosopher 108
The Eastern Rate Case 109
Watertown and the Congressional Investigation 112
The Mental Revolution 117
Taylor and the Human Factor 119
Summary 121
8 Spreading the Gospel of Efficiency 123
The Most Orthodox: Carl G. Barth 123
Charting Other Paths: Henry L. Gantt 125
The Task and Bonus System 126
The Habits of Industry 127
Graphic Aids to Management 127
Gantt: The Later Years 129
Partners for Life: The Gilbreths 131
Nothing Succeeds Like. 132
And So, into Scientific Management 134
Support for the Scientific-Management Movement 135
The First Lady of Management 137
Efficiency through Organization: Harrington Emerson 141
Line and Staff Organization 142
Principles of Efficiency 143
Emerson's Efficiency Engineering and Practice 144
The Gospel in Public-Sector Organizations: Morris L. Cooke 145
The Boxly Talks 146
Public Administration 148
Summary 149
9 The Human Factor: Preparing the Way 150
Personnel Management: A Dual Heritage 151
Personnel as Welfare Work 151
Scientific Management and Personnel 153
Psychology and the Individual 157
Toward Scientific Psychology 158
The Birth of Industrial Psychology 158
The Social Person Era: Theory, Research, and Practice 160
The Antecedents of Industrial Sociology 160
Sociological Foundations 163
Some Early Empirical Investigations 163
The "Democratization of the Workplace" 164
The Trade-Union Movement 164
The Changing Nature of Union-Management Cooperation 166
Employee Representation Plans 168
Summary 169
10 The Emergence of the Management Process and Organization Theory 170
Henri Fayol: The Man and His Career 170
The Need for Management Theory 173
The Principles of Management 174
The Elements of Management 178
Planning 178
Organizing 179
Command, Coordination, and Control 181
A Final Note 182
Bureaucracy: Max Weber 183
Bureaucracy as the Ideal 184
The Advantages of Bureaucracy 185
The Disadvantages of Bureaucracy 186
Summary 187
11 Scientific Management in Theory and Practice 188
The Study and Practice of Scientific Management 189
Education for Industrial Management 189
The International Scientific-Management Movement 192
France and Britain 192
Germany, Austria, Poland, and Russia 193
Scientific Management in Other European Nations 196
Formalizing Scientific Management in Europe 197
Japan, China, and Australia 198
And Beyond 200
Scientific Management in Industrial Practice 201
The Hoxie Report 202
The Thompson and Nelson Studies 205
Emerging General Management 207
The Impact of Scientific Management on Other Disciplines 207
Early Organization Theory 208
Scientific Management at DuPont and General Motors 209
Business Policy 211
Summary 213
12 Scientific Management in Retrospect 214
The Economic Environment: From the Farm to the Factory 215
Technology: Opening New Horizons 217
The Social Environment: From Achievement to Affiliation 219
Cultural Thought: The Collision Effect 220
The Social Gospel 220
The Political Environment: The Advent of Progressivism 222
Scientific Management and the Progressives 222
Business and the Progressives 223
Summary of Part II 224
Part 3 The Social Person Era 227
13 The Hawthorne Studies 229
The Hawthorne Studies Begin 230
Illumination Study (1924-1927) 230
Relay-Assembly Test-Room Study (1927-1932) 231
The Interviewing Program (1925-1932) 235
Bank-Wiring Observation Room Study (1931-1932) 238
Organizations as Social Systems 240
Human Relations, Leadership, and Motivation 241
Human Relations and Human Collaboration 243
Anomie and Social Disorganization 244
Developing the Human-Relations-Oriented Manager 245
Human Relations and Motivation 245
Summary 247
14 The Search for Organizational Integration 248
Mary P. Follett: The Political Philosopher 248
The Group Principle 249
Conflict Resolution 251
A Business Philosopher 252
Authority, Responsibility, and Power 253
The Task of Leadership 254
A Final Note 256
Chester I. Barnard: The Erudite Executive 257
The Nature of Cooperative Systems 258
Formal Organizations: Theory and Structure 259
The Acceptance Theory of Authority 260
The Functions of the Executive 261
Moral Leadership 263
Coda 263
Summary 264
15 People and Organizations 265
People at Work: The Micro View 265
Developing Constructs for Group Analysis 266
The Growth of Human-Relations Research and Training 269
Changing Assumptions about People at Work 270
People and Motivation 270
Job Enlargement 273
Participation in Decision-Making 273
Leadership: Combining People and Production 275
People at Work: The Macro View 276
Organizations as Sociotechnical Systems 277
New Tools for Macro Analysis 278
Summary 279
16 Organizations and People 280
Organizations: Structure and Design 281
James D. Mooney: Organization Theory and Practice 281
Texts, Teachers, and Trends 283
Building Blocks for Administrative Theory 286
Span of Control 288
Toward a Top-Management Viewpoint 289
Ralph C. Davis: Pater Familiae et Magister 290
Harry Hopf: Toward the Optimum 292
Analyzing Top Management 293
Ownership and Control 294
Invisible and Visible Hands 295
Summary 296
17 Human Relations in Theory and Practice 297
The Impact of Human Relations on Theory and Practice 297
Applying and Extending Human Relations 298
Hawthorne Revisited 298
Premises of an Industrial Society 298
Research Methods and Data Interpretation 300
Summary 304
18 The Social-Person Era in Retrospect 305
The Economic Environment: From Depression to Prosperity 305
Attempts at Economic Recovery 306
Big Business 307
Seeds of Change: The New Technologies 308
The Social Environment: The Social Ethic and the Organization Man 309
Shifting Social Values 310
A "Confusion of Souls" 312
The Social Ethic 312
The Political Environment: FDR's Pledge 314
The New Deal 314
Augmenting the Position of Labor 315
Summary of Part III 317
Part 4 Moving Onward: The Near Present 319
19 Management Theory and Practice 321
The Renaissance of General Management 322
Principles of Management and the Functions of Management 322
Peter F. Drucker and the Practice of Management 323
Management Education: Challenges and Consequences 325
The "Management Theory Jungle" 326
Management Education: The Porter-McKibbin Report 327
The Management Theory-Practice Divide 327
What Do Managers Do? 329
Global Studies of Managerial Work 330
The Changing Scene 331
From Business Policy to Strategic Management to Global Strategy 331
Markets and Hierarchies 333
The Resource- and Knowledge-Based Theories of the Firm 333
Governance and Agency Issues 334
Multinational Enterprise and Global Strategy 335
Strategic Leadership and "Dynamic Capabilities" 336
Summary 338
20 Organizational Behavior and Organization Theory 339
The Human Side of Organizations 340
The Transition from Human Relations to Organizational Behavior 340
Theories X and Y 341
Human-Resource Management and Industrial Relations: The Changing Scene 343
Job Design 345
Work Motivation 347
Effective Leadership 349
The Trait Phase 349
The Behavioral Phase 350
The Situational Phase 351
Contemporary Leadership Theories 351
Managing Across Borders 353
Project GLOBE 355
Organization Theory: A Continuing Venture 356
Aston Studies: Workflow Integration and Production Continuity 356
Thompson: Technological Interdependence 357
Contingency Theory 357
Organizations and Their Environments 358
Strategic Choice 358
Resource-Dependence Theory 359
Population Ecology 359
U.S. Theories Abroad 360
Summary 361
21 Science and Systems in an Information Age 362
The Quest for Science in Management 363
Operations Research (OR) 363
Production Management in Transition 364
"If Japan Can. Why Can't We? " 365
Quality and Quality Circles 365
The Toyota Production System and Lean Manufacturing 368
Globalization and the International Organization for Standardization 368
Seeking World-Class Manufacturing 368
Systems and Information 369
General Systems Theory and Cybernetics 370
From the "Invisible Hand" to the "Digital Hand" 371
It Is a Small, Smaller World 371
Enabling Global Trade through Information and Communication 373
Summary 374
22 Obligations and Opportunities 375
Managing in a Global Arena 375
The Globalization of Business 375
Individuals and Organizations: Relating to Evolving Expectations 377
Business Ethics 378
Acting Ethically and Globally 380
Business and Society 381
Social Entrepreneurship 384
Business and Its Environment 384
Summary 385
Epilogue 386
Name Index 387
Subject Index 403