The Evolution of Management Thought
8th Edition
Published on 17. August 2020
Book
Paperback/Softback
432 pages
978-1-119-69285-0 (ISBN)
Description
The eighth edition of The Evolution of Management Thought provides readers witha deep understanding of the origin and development of management ideas. Spanning an expansive time period, from the pre-industrial era to the modern age of globalization, this landmark volume examines the backgrounds, original work, and influences of major figures and their contributions to advances in management theory and practice. This fully-revised edition has been painstakingly reviewed and thoroughly updated to reflect areas of contemporary management such as job design, motivation, leadership, organization theory, technological change, and increased worker diversity.
In this classic text, authors Daniel Wren and Arthur Bedeian examine the management challenges and perspectives of the Industrial Revolution, discuss the emergence of the management process and systematic management, trace the rise of scientific management, and much more. Organized around a chronological framework, the text places a comprehensive range of management theories in their historical context to clearly illustrate their evolution over time. The book's four parts, each designed to be a self-contained unit of study, contain extensive cross-references to allow readers to connect earlier to later developments to the volume's central unifying theme.
In this classic text, authors Daniel Wren and Arthur Bedeian examine the management challenges and perspectives of the Industrial Revolution, discuss the emergence of the management process and systematic management, trace the rise of scientific management, and much more. Organized around a chronological framework, the text places a comprehensive range of management theories in their historical context to clearly illustrate their evolution over time. The book's four parts, each designed to be a self-contained unit of study, contain extensive cross-references to allow readers to connect earlier to later developments to the volume's central unifying theme.
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Daniel A. Wren | Arthur G. Bedeian
The Evolution of Management Thought
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Content
About the Authors xvii
Preface xix
Part 1 Early Management Thought
1 A Prologue to the Past 3
A Cultural Framework 4
The Economic Facet 4
The Social Facet 5
The Political Facet 5
The Technological Facet 5
People, Management, and Organizations 6
Human Activity 7
Organizations and Management 7
Summary 8
2 Management Before Industrialization 9
Management in Early Civilizations 9
The Near East 9
The Far East and South Asia 10
Egypt 11
The Hebrews 12
Greece 13
Rome 14
The Roman Catholic Church 15
Feudalism and the Middle Ages 15
The Revival of Commerce 16
Cultural Rebirth 18
The Protestant Ethic 19
A Criticism of the Weberian Thesis 21
Modern Support for Weber 22
The Liberty Ethic 23
The Market Ethic 25
Summary 28
3 The Industrial Revolution: Challenges and Perspective 30
The Industrial Revolution in Great Britain 30
The Steam Engine 31
Management: The Fourth Factor of Production 33
Management Challenges in Early Factories 34
The Labor Challenge 34
The Search for Managerial Talent 39
Planning, Organizing, and Controlling 41
Cultural Consequences of the Industrial Revolution 42
Working Conditions 43
Child and Female Labor 44
Summary 46
4 Management Pioneers in Early Factories 48
Robert Owen: The Search for a New Harmony 48
Early Managerial Experiences 48
The Call for Reform 50
Charles Babbage: The Irascible Genius 52
The First Computer 53
Analyzing Industrial Operations 54
Andrew Ure: Pioneering in Management Education 56
Principles of Manufacturing 56
Charles Dupin: Industrial Education in France 58
The Pioneers: A Final Note 59
Summary 60
5 The Industrial Revolution in the United States 61
Antebellum Industry and Management 61
Early Industrial Development 62
The American System of Manufacturing 64
The Railroads: A Revolution in Transportation 66
The Communication Revolution 66
The Age of Rails 67
Daniel C. McCallum: System and Organization 68
Henry V. Poor: A Broader View of Management 70
Emerging Governance Issues 71
Summary 73
6 Industrial Growth and Systematic Management 74
The Growth of "Big Business" 74
Carnegie and the Rise of Big Business 75
The Emergence of Systematic Management 77
Engineers and Economists 77
The Labor Question 80
Big Business and Its Changing Environment 83
Business and Society: Barons or Benefactors? 83
Business and Labor: Uneasy Relations 87
Inventive and Innovative Impulses 88
Business and Government: Seeds of Reform 89
Summary of Part 1 90
Part 2 The Scientific-Management Era
7 The Advent of Scientific Management 95
Frederick W. Taylor: The Early Years 95
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 116
Taylor and the Human Factor 119
A Final Note 121
Summary 123
8 Spreading the Gospel of Efficiency 124
The Most Orthodox: Carl G. Barth 124
Charting Other Paths: Henry L. Gantt 126
The Task and Bonus System 126
The Habits of Industry 127
Graphic Aids to Management 128
The Later Years 130
Partners for Life: The Gilbreths 132
Nothing Succeeds Like. 133
And So, into Scientific Management 135
Support for The Scientific-Management Movement 136
The First Lady of Management 138
Efficiency Through Organization: Harrington Emerson 142
Line and Staff Organization 143
Twelve Principles of Efficiency 144
The "High Priest of Efficiency" 145
The Gospel in Public-Sector Organizations: Morris L. Cooke 146
The Boxly Talks 148
Public Administration 149
Summary 151
9 The Human Factor: Preparing the Way 152
Personnel Management: A Dual Heritage 152
Personnel Administration as Welfare Work 153
Scientific Management and Personnel Administration 155
Psychology and the Individual 159
Toward Scientific Psychology 160
The Birth of Industrial Psychology 160
The Social-Person Era: Theory, Research, and Practice 162
Antecedents of Industrial Sociology 163
Sociological Foundations 165
Early Empirical Investigations 165
"Democratization of the Workplace" 166
The Trade-Union Movement 166
The Changing Nature of Union-Management Cooperation 168
Employee Representation Plans 170
Summary 171
10 The Emergence of the Management Process and Organization Theory 172
Henri Fayol: The Man and His Career 172
The Need for Management Theory 175
The Principles of Management 176
The Elements of Management 179
A Final Note 184
Max Weber: Bureaucracy 184
Bureaucracy as the Ideal 185
Advantages of Bureaucracy 186
Disadvantages of Bureaucracy 187
Summary 189
11 Scientific Management in Theory and Practice 190
The Study and Practice of Scientific Management 190
Education for Industrial Management 191
The International Scientific-Management Movement 194
Scientific Management in Industrial Practice 204
The Hoxie Report 205
The Thompson and Nelson Studies 208
Emerging General Management 210
The Impact of Scientific Management on Other Disciplines 210
Early Organization Theory 211
Scientific Management at DuPont and General Motors 212
Business Policy 214
Summary 216
12 Scientific Management in Retrospect 217
The Economic Environment: From the Farm to the Factory 218
The Technological Environment: Opening New Horizons 219
The Social Environment: From Achievement to Affiliation 222
The Collision Effect 222
The Social Gospel 223
The Political Environment: The Advent of Progressivism 225
Scientific Management and the Progressives 225
Business and the Progressives 226
Summary of Part II 227
Part 3 The Social-Person Era
13 The Hawthorne Studies 231
The Hawthorne Studies Begin 232
Illumination Study (1924-1927) 232
Relay-Assembly Test-Room Study (1927-1932) 233
Interviewing Program (1925-1932) 238
Bank-Wiring Observation Room Study (1931-1932) 241
Organizations as Social Systems 243
Human Relations, Leadership, and Motivation 244
Human Relations and Human Collaboration 245
Anomie and Social Disorganization 247
Developing the Human-Relations-Oriented Manager 247
Human Relations and Motivation 248
Summary 249
14 The Search for Organizational Integration 251
Mary P. Follett: The Political Philosopher 251
The Group Principle 252
Conflict Resolution 253
A Business Philosopher 255
Authority, Responsibility, and Power 256
The Task of Leadership 257
A Final Note 259
Chester I. Barnard: The Erudite Executive 260
The Nature of Cooperative Systems 260
Formal Organizations: Theory and Structure 262
The Acceptance Theory of Authority 263
The Functions of the Executive 264
Moral Leadership 265
A Final Note 266
Summary 266
15 People and Organizations 267
People at Work: The Micro View 267
Developing Constructs for Group Analysis 267
The Growth of Human-Relations Research and Training 271
Changing Assumptions About People at Work 272
People and Motivation 272
Job Enlargement and Job Enrichment 274
Participation in Decision-Making 275
Leadership: Combining People and Production 276
People at Work: The Macro View 278
Organizations as Sociotechnical Systems 278
New Tools for Macro Analysis 279
Summary 281
16 Organizations and People 282
Organizations: Structure and Design 282
James D. Mooney: Organization Theory and Practice 283
Texts, Teachers, and Trends 285
Building Blocks for Administrative Theory 288
Span of Control 290
Toward a Top-Management Viewpoint 291
Ralph C. Davis: Pater Familiae et Magister 291
Harry A. Hopf: Toward the Optimum 293
Analyzing Top Management 294
Ownership and Control 296
Invisible and Visible Hands 296
Summary 298
17 Human Relations in Theory and Practice 299
The Impact of Human Relations on Theory and Practice 299
Applying and Extending Human Relations 299
Hawthorne Revisited 300
Premises About an Industrial Society 300
Research Methods and Data Interpretation 302
Summary 306
18 The Social-Person Era in Retrospect 307
The Economic Environment: From Depression to Prosperity 307
Attempts at Economic Recovery 308
Big Business as Culprit 309
Seeds of Change: New Technologies 310
The Social Environment: Reshaping the Nation's Values 312
Shifting Social Values 312
"Organization Men" 314
The Political Environment: FDR's Pledge 316
The New Deal 316
Augmenting the Position of Labor 317
Summary of Part III 319
Part 4 Moving Onward: The Near Present
19 Management Theory and Practice 323
The Renaissance of General Management 323
Principles of Management and the Functions of Management 324
Peter F. Drucker and the Practice of Management 325
Management Education: Challenges and Consequences 326
The "Management Theory Jungle" 327
Management Education: The Porter-McKibbin Report 328
The Management Theory-Practice Divide 329
Post-Fayol: Studies of Managerial Work 331
Global Studies of Managerial Work 332
Managing Across Borders 333
The Changing Scene 334
Markets and Hierarchies 334
The Resource- and Knowledge-Based Theories of the Firm 335
Governance and Agency Issues 336
From Business Policy to Strategic Management to Global Strategy 337
Multinational Enterprise and Global Strategy 338
Strategic Leadership and "Dynamic Capabilities" 339
Summary 341
20 Organizational Behavior and Organization Theory 342
The Human Side of Management 342
The Transition from Human Relations to Organizational Behavior 343
Theories X and Y 344
Human-Resource Management and Industrial Relations: The Changing Scene 345
Job Design 347
Work Motivation 349
Effective Leadership 351
The Trait Approach 352
The Behavioral Approach 353
The Situational Approach 353
Further Theoretical Developments 353
Project GLOBE 356
Organization Theory: A Continuing Venture 357
Aston Studies: Workflow Integration and Production Continuity 357
Technological Interdependence 357
Contingency Theory and Its Corollaries 358
Organizations and Their Environments 358
Strategic Choice 359
Resource-Dependence Theory 359
Population Ecology 360
Institutional Theory 360
When Ends Become Means 361
U.S. Theories Abroad 361
Summary 362
21 Science and Systems in an Information Age 363
The Quest for Science in Management 363
Operations Research (OR) 364
Production Management in Transition 365
"If Japan Can. Why Can't We?" 366
Quality and Quality Circles 366
The Toyota Production System and Lean Manufacturing 369
Globalization and the International Organization for Standardization 369
Systems and Information 370
General Systems Theory and Cybernetics 370
From the "Invisible Hand" to the "Digital Hand" 372
It is a Small, Smaller World 372
Enabling Global Trade through Information and Communication 374
Summary 375
22 Obligations and Opportunities 376
Managing in a Global Arena 376
The Globalization of Business 376
Individuals and Organizations: Evolving Expectations 378
Business Ethics 378
Acting Ethically and Globally 381
Business and Society 381
The Stewardship of Wealth 382
Corporate Social Responsibility and Performance 383
Stakeholders: Economic and Noneconomic Responsibilities 384
Can You Have Your Cake and Eat It Too? 385
Social Entrepreneurship 385
Business and Its Environment 386
Summary of Part IV 386
Epilogue 387
Name index I-1
Subject index I-12
Preface xix
Part 1 Early Management Thought
1 A Prologue to the Past 3
A Cultural Framework 4
The Economic Facet 4
The Social Facet 5
The Political Facet 5
The Technological Facet 5
People, Management, and Organizations 6
Human Activity 7
Organizations and Management 7
Summary 8
2 Management Before Industrialization 9
Management in Early Civilizations 9
The Near East 9
The Far East and South Asia 10
Egypt 11
The Hebrews 12
Greece 13
Rome 14
The Roman Catholic Church 15
Feudalism and the Middle Ages 15
The Revival of Commerce 16
Cultural Rebirth 18
The Protestant Ethic 19
A Criticism of the Weberian Thesis 21
Modern Support for Weber 22
The Liberty Ethic 23
The Market Ethic 25
Summary 28
3 The Industrial Revolution: Challenges and Perspective 30
The Industrial Revolution in Great Britain 30
The Steam Engine 31
Management: The Fourth Factor of Production 33
Management Challenges in Early Factories 34
The Labor Challenge 34
The Search for Managerial Talent 39
Planning, Organizing, and Controlling 41
Cultural Consequences of the Industrial Revolution 42
Working Conditions 43
Child and Female Labor 44
Summary 46
4 Management Pioneers in Early Factories 48
Robert Owen: The Search for a New Harmony 48
Early Managerial Experiences 48
The Call for Reform 50
Charles Babbage: The Irascible Genius 52
The First Computer 53
Analyzing Industrial Operations 54
Andrew Ure: Pioneering in Management Education 56
Principles of Manufacturing 56
Charles Dupin: Industrial Education in France 58
The Pioneers: A Final Note 59
Summary 60
5 The Industrial Revolution in the United States 61
Antebellum Industry and Management 61
Early Industrial Development 62
The American System of Manufacturing 64
The Railroads: A Revolution in Transportation 66
The Communication Revolution 66
The Age of Rails 67
Daniel C. McCallum: System and Organization 68
Henry V. Poor: A Broader View of Management 70
Emerging Governance Issues 71
Summary 73
6 Industrial Growth and Systematic Management 74
The Growth of "Big Business" 74
Carnegie and the Rise of Big Business 75
The Emergence of Systematic Management 77
Engineers and Economists 77
The Labor Question 80
Big Business and Its Changing Environment 83
Business and Society: Barons or Benefactors? 83
Business and Labor: Uneasy Relations 87
Inventive and Innovative Impulses 88
Business and Government: Seeds of Reform 89
Summary of Part 1 90
Part 2 The Scientific-Management Era
7 The Advent of Scientific Management 95
Frederick W. Taylor: The Early Years 95
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 116
Taylor and the Human Factor 119
A Final Note 121
Summary 123
8 Spreading the Gospel of Efficiency 124
The Most Orthodox: Carl G. Barth 124
Charting Other Paths: Henry L. Gantt 126
The Task and Bonus System 126
The Habits of Industry 127
Graphic Aids to Management 128
The Later Years 130
Partners for Life: The Gilbreths 132
Nothing Succeeds Like. 133
And So, into Scientific Management 135
Support for The Scientific-Management Movement 136
The First Lady of Management 138
Efficiency Through Organization: Harrington Emerson 142
Line and Staff Organization 143
Twelve Principles of Efficiency 144
The "High Priest of Efficiency" 145
The Gospel in Public-Sector Organizations: Morris L. Cooke 146
The Boxly Talks 148
Public Administration 149
Summary 151
9 The Human Factor: Preparing the Way 152
Personnel Management: A Dual Heritage 152
Personnel Administration as Welfare Work 153
Scientific Management and Personnel Administration 155
Psychology and the Individual 159
Toward Scientific Psychology 160
The Birth of Industrial Psychology 160
The Social-Person Era: Theory, Research, and Practice 162
Antecedents of Industrial Sociology 163
Sociological Foundations 165
Early Empirical Investigations 165
"Democratization of the Workplace" 166
The Trade-Union Movement 166
The Changing Nature of Union-Management Cooperation 168
Employee Representation Plans 170
Summary 171
10 The Emergence of the Management Process and Organization Theory 172
Henri Fayol: The Man and His Career 172
The Need for Management Theory 175
The Principles of Management 176
The Elements of Management 179
A Final Note 184
Max Weber: Bureaucracy 184
Bureaucracy as the Ideal 185
Advantages of Bureaucracy 186
Disadvantages of Bureaucracy 187
Summary 189
11 Scientific Management in Theory and Practice 190
The Study and Practice of Scientific Management 190
Education for Industrial Management 191
The International Scientific-Management Movement 194
Scientific Management in Industrial Practice 204
The Hoxie Report 205
The Thompson and Nelson Studies 208
Emerging General Management 210
The Impact of Scientific Management on Other Disciplines 210
Early Organization Theory 211
Scientific Management at DuPont and General Motors 212
Business Policy 214
Summary 216
12 Scientific Management in Retrospect 217
The Economic Environment: From the Farm to the Factory 218
The Technological Environment: Opening New Horizons 219
The Social Environment: From Achievement to Affiliation 222
The Collision Effect 222
The Social Gospel 223
The Political Environment: The Advent of Progressivism 225
Scientific Management and the Progressives 225
Business and the Progressives 226
Summary of Part II 227
Part 3 The Social-Person Era
13 The Hawthorne Studies 231
The Hawthorne Studies Begin 232
Illumination Study (1924-1927) 232
Relay-Assembly Test-Room Study (1927-1932) 233
Interviewing Program (1925-1932) 238
Bank-Wiring Observation Room Study (1931-1932) 241
Organizations as Social Systems 243
Human Relations, Leadership, and Motivation 244
Human Relations and Human Collaboration 245
Anomie and Social Disorganization 247
Developing the Human-Relations-Oriented Manager 247
Human Relations and Motivation 248
Summary 249
14 The Search for Organizational Integration 251
Mary P. Follett: The Political Philosopher 251
The Group Principle 252
Conflict Resolution 253
A Business Philosopher 255
Authority, Responsibility, and Power 256
The Task of Leadership 257
A Final Note 259
Chester I. Barnard: The Erudite Executive 260
The Nature of Cooperative Systems 260
Formal Organizations: Theory and Structure 262
The Acceptance Theory of Authority 263
The Functions of the Executive 264
Moral Leadership 265
A Final Note 266
Summary 266
15 People and Organizations 267
People at Work: The Micro View 267
Developing Constructs for Group Analysis 267
The Growth of Human-Relations Research and Training 271
Changing Assumptions About People at Work 272
People and Motivation 272
Job Enlargement and Job Enrichment 274
Participation in Decision-Making 275
Leadership: Combining People and Production 276
People at Work: The Macro View 278
Organizations as Sociotechnical Systems 278
New Tools for Macro Analysis 279
Summary 281
16 Organizations and People 282
Organizations: Structure and Design 282
James D. Mooney: Organization Theory and Practice 283
Texts, Teachers, and Trends 285
Building Blocks for Administrative Theory 288
Span of Control 290
Toward a Top-Management Viewpoint 291
Ralph C. Davis: Pater Familiae et Magister 291
Harry A. Hopf: Toward the Optimum 293
Analyzing Top Management 294
Ownership and Control 296
Invisible and Visible Hands 296
Summary 298
17 Human Relations in Theory and Practice 299
The Impact of Human Relations on Theory and Practice 299
Applying and Extending Human Relations 299
Hawthorne Revisited 300
Premises About an Industrial Society 300
Research Methods and Data Interpretation 302
Summary 306
18 The Social-Person Era in Retrospect 307
The Economic Environment: From Depression to Prosperity 307
Attempts at Economic Recovery 308
Big Business as Culprit 309
Seeds of Change: New Technologies 310
The Social Environment: Reshaping the Nation's Values 312
Shifting Social Values 312
"Organization Men" 314
The Political Environment: FDR's Pledge 316
The New Deal 316
Augmenting the Position of Labor 317
Summary of Part III 319
Part 4 Moving Onward: The Near Present
19 Management Theory and Practice 323
The Renaissance of General Management 323
Principles of Management and the Functions of Management 324
Peter F. Drucker and the Practice of Management 325
Management Education: Challenges and Consequences 326
The "Management Theory Jungle" 327
Management Education: The Porter-McKibbin Report 328
The Management Theory-Practice Divide 329
Post-Fayol: Studies of Managerial Work 331
Global Studies of Managerial Work 332
Managing Across Borders 333
The Changing Scene 334
Markets and Hierarchies 334
The Resource- and Knowledge-Based Theories of the Firm 335
Governance and Agency Issues 336
From Business Policy to Strategic Management to Global Strategy 337
Multinational Enterprise and Global Strategy 338
Strategic Leadership and "Dynamic Capabilities" 339
Summary 341
20 Organizational Behavior and Organization Theory 342
The Human Side of Management 342
The Transition from Human Relations to Organizational Behavior 343
Theories X and Y 344
Human-Resource Management and Industrial Relations: The Changing Scene 345
Job Design 347
Work Motivation 349
Effective Leadership 351
The Trait Approach 352
The Behavioral Approach 353
The Situational Approach 353
Further Theoretical Developments 353
Project GLOBE 356
Organization Theory: A Continuing Venture 357
Aston Studies: Workflow Integration and Production Continuity 357
Technological Interdependence 357
Contingency Theory and Its Corollaries 358
Organizations and Their Environments 358
Strategic Choice 359
Resource-Dependence Theory 359
Population Ecology 360
Institutional Theory 360
When Ends Become Means 361
U.S. Theories Abroad 361
Summary 362
21 Science and Systems in an Information Age 363
The Quest for Science in Management 363
Operations Research (OR) 364
Production Management in Transition 365
"If Japan Can. Why Can't We?" 366
Quality and Quality Circles 366
The Toyota Production System and Lean Manufacturing 369
Globalization and the International Organization for Standardization 369
Systems and Information 370
General Systems Theory and Cybernetics 370
From the "Invisible Hand" to the "Digital Hand" 372
It is a Small, Smaller World 372
Enabling Global Trade through Information and Communication 374
Summary 375
22 Obligations and Opportunities 376
Managing in a Global Arena 376
The Globalization of Business 376
Individuals and Organizations: Evolving Expectations 378
Business Ethics 378
Acting Ethically and Globally 381
Business and Society 381
The Stewardship of Wealth 382
Corporate Social Responsibility and Performance 383
Stakeholders: Economic and Noneconomic Responsibilities 384
Can You Have Your Cake and Eat It Too? 385
Social Entrepreneurship 385
Business and Its Environment 386
Summary of Part IV 386
Epilogue 387
Name index I-1
Subject index I-12