The Evolution of Management Thought

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.

Table of Contents:
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

About the Author :
Daniel A. Wren is an American business theorist and Emeritus Professor at the University of Oklahoma, especially known for his work on management. Arthur G. Bedeian is an American business theorist and Emeritus Professor of Management at Louisiana State University.