The evolution of management thought Learning objectives for Group 1: After studying this topic you should be able to do the following: •Describe the origin, growth and importance of the three major schools of in the evolution of management thoughtto a logistics and transport manager. •Define the key attribute of the classical school in terms of its assumptions about human motivation. Sample questions to guide group discussion 1. Why did a formal theory of management not emerge before the end of the 19th century?
Why did it emerge then? 2. Why is it difficult to understand contemporary management without knowing its history? 3. Why is it important to understand the various management theories that have evolved? 4. Describe three major schools in the evolution of management thought 5. What do you think are the major strengths and weaknesses of the three major schools of thought? 6. As a Logistics and Transport professional or manager of what benefit is the study of the evolution of management thought to your practice?
Learning objectives forGroup 2: After studying this sub-topic you should be able to do the following: •Explain the role of the Classical School and its contribution to current management thinking and practice •Explain the role that time studies have played in scientific management •Discuss the ways in which administrative approach differs from the scientific approach to management. Sample Questions to guide group discussion 1. What was the contribution of Frederick W. Taylor to the development of management theory? 2. How is a Gantt chart used?
Public Personnel Management as a field of study has undergone considerable development in the past 40 years. Personnel professionals now have available a wide range of techniques which they can apply toward the efficient acquisition, allocation, and development of human resources – human resource planning, job analysis, selection, appraisal, training, and labour management relations. The field of ...
How did Henry L. Gantt differ from Frederick W. Taylor in the area of incentives? 3. Define the key attribute of the classical school in terms of its assumptions about human motivation. 4. Explain the role that time studies have played in scientific management. 5. Discuss the ways in which the administrative approach differs from the scientific approach to management. 6. What were some of the tools devised by Frederick W. Taylor to increase production? Did these methods take into account the subjective motivations of workers? 7.
Which of Fayol’s principles still apply today? 8. What management theory was created by Henri Fayol, and how did he within this theory, define management? 9. How did Frank and Lillian Gilbreth contribute to the development of Scientific Management? What was a “therblig”? Learning objectives forGroup 3: After studying this sub-topic you should be able to do the following: Group 3: The behavioral school •Explain the significance of the Hawthorne experiments. •What is the legacy of the Behavioral school? Sample questions to guide your discussion 1.
Explain the transition from the assumptions that characterize the classical school to those that are characteristic of the behavioral school. What were some important reasons for the rise of the behavioral school? 2. How does McGregor’s Theory Y view of workers differ from the view of Frederick W. Taylor? 3. In what way can the behavioral school be seen as a synthesis of the two branches of the classical school? 4. Discuss the Hawthorne effect. What are the implications of this phenomenon for the practice of management? 5. Explain the significance of the Hawthorne Studies.
The Development of a Prevention Dropout for Secondary Student in an Urban High School Setting According to Noguera and Dimon (2003), the rate of dropout in American urban high schools may be the biggest but least known problem today. Noguera and Dimon estimated that at a great amount of schools 50% and even more of the students who start their ninth grade leave it without graduation. . Many ...
Learning objectives forGroup 4: After studying this sub-topic you should be able to do the following: Group 4: The Management Science School •What is the legacy of the Management ScienceSchool? •What is the Systems and contingency approach? Sample questions to guide group discussions. 1. What are the key four features of the management school? 2. What are the main assumptions made by the management scientists? Group 4: Systems and contingency approach 1. Describe the systems approach and the contingency approach; explain how they are related to the early schools of thought.
Why is the systems approach more appropriate today than it would have been in Fayol’s time? 3. Which management technique is always advocated by a Contingency Approach to management? Topic 2: Organizational design Learning objectives forGroup 5: After studying this topic you should be able to do the following: •Define the term organizational design, and discuss why it is important to the organizing function. •Identify the basic elements of organizational design, and explain why it is important that these elements fit together.
•Explain the meaning of contingency, and describe the major variables on which organizational design is contingent. •Describe the major organizational designs alternatives, and cite their principal advantages and disadvantages. Sample questions to guide group discussions. 1. What is organizational design? Why is it important? 2. Describe the symptoms of organizational design problems. 3. What are the basic elements in organizational design? Explain and illustrate each element. 4. Identify five alternatives for structuring organizations. 5.
In what way is the design of an organization contingent on the organizations environment? 6. In what way is the design of an organization contingent on the organizations technology and on its size? 7. Explain the difference between a mechanistic design and an organic design. 8. Describe a situation wherein a matrix organization structure would be appropriate. What problems would you anticipate? 9. Why are managers concerned with organizational design? 10. Why is the organization’s size alone not a sufficient indicator of the appropriate design for that organization?
Critical Thinking and Computer Logic CSS 330 COURSE DESCRIPTION This course provides students opportunities for analysis, synthesis, prescription, and application of critical thinking and decision making within the organization. Emphasis is placed on preparing managers who can deal clearly, rationally, and creatively with a diverse workforce and dynamic workplace. This course equips students with ...
Topic 3:Managerial decision making Learning objectives for Group 6: After studying this topic you should be able to do the following: •Explain the different types of decisions •To understand the different approaches to decision making •To understand the decision making process and the constraints to making decisions Sample questions to guide group discussions 1. Explain the differences between programmed and non -programmed decisions. 2. From your own experience, cite two examples each of programmed and non-programmed decisions. 3.
Explain the difference between the centralized and decentralized approaches to decision making. 4. List and describe the five basic steps in decision making 5. Describe some of the conditions under which decisions are made 6. Explain the value of technical tools that enhance managerial decision making. 7. What role do goals play in the decision making process? 8. What kinds of managerial decisions do you think it best for the manager to make alone? What kinds are better made by the group process? 9. How is participative decision making different from group decision making?