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Purchase Benefits
What is included with this book?
The new edition of the canonical text on the history and development of management thought
Far more than a chronicle of the historical development of modern management’s many roots, the newly released ninth edition of The Evolution of Management Thought by Daniel A. Wren and Arthur G. Bedeian is a fascinating telling of how ideas about the nature of work, the nature of human beings, and the nature of organizations have changed throughout history.
Its methodology is analytic, synthetic, and interdisciplinary. It is analytic, in that it examines the backgrounds, experiences, and beliefs of people who made significant contributions to management thinking. It is synthetic, in that it weaves developmental trends, social movements, and environmental forces into a conceptual framework for understanding how management thinking has evolved within and across generations. It is interdisciplinary, in that it draws insights from economics, history, political science, psychology, and sociology to explain why management thinking has developed as it has.
The authors trace the intellectual history of modern management thought as an activity and as an academic discipline in a way that makes reading The Evolution of Management Thought a thoroughly enjoyable encounter.
Designed for upper-level and graduate courses, this new edition further cements The Evolution of Management Thought’s place as the standard text in the field of management history for more than half a century.
About the Authors
Preface
PART 1 Early Management Thought
1 A Prologue to the Past
Our Goal
A Cultural Framework
The Economic Facet
The Social Facet
The Political Facet
The Technological Facet
People, Management, and Organizations
Human Activity
Organizations and Management
Summary
2 Management Before Industrialization
Management in Early Civilizations
The Near East
The Far East and South Asia
Egypt
The Hebrews
Greece
Rome
The Roman Catholic Church
Feudalism and the Middle Ages
The Revival of Commerce
Cultural Rebirth
The Protestant Ethic
A Criticism of the Weberian Thesis
Modern Support for Weber
The Liberty Ethic
The Market Ethic
3 The Industrial Revolution: Challenges and Perspective
The Industrial Revolution in Great Britain
The Steam Engine
Management: The Fourth Factor of Production
Management Challenges in Early Factories
The Labor Challenge
The Search for Managerial Talent
Planning, Organizing, and Controlling
Cultural Consequences of the Industrial Revolution
Working Conditions
Child and Female Labor
4 Management Pioneers in Early Factories
Robert Owen: The Search for a New Harmony
Early Managerial Experiences
The Call for Reform
Charles Babbage: The Irascible Genius
The First Computer
Analyzing Industrial Operations
Andrew Ure: Pioneering in Management Education
Principles of Manufacturing
Charles Dupin: Industrial Education in France
The Pioneers: A Final Note
5 The Industrial Revolution in the United States
Antebellum Industry and Management
Early Industrial Development
The American System of Manufacturing
The Railroads: A Revolution in Transportation
The Communication Revolution
The Age of Rails
Daniel C. McCallum: System and Organization
Henry V. Poor: A Broader View of Management
Emerging Governance Issues
6 Industrial Growth and Systematic Management
The Growth of “Big Business”
Carnegie and the Rise of Big Business
The Emergence of Systematic Management
Engineers and Economists
The Labor Question
Big Business and Its Changing Environment
Business and Society: Barons or Benefactors?
Business and Labor: Uneasy Relations
Inventive and Innovative Impulses
Business and Government: Seeds of Reform
Summary of Part 1
Part 2 The Scientific-Management Era
7 The Advent of Scientific Management
Frederick W. Taylor: The Early Years
Taylor at Midvale
The Search for Science in Management
The Quest for Improved Performance Incentives
Task Management
Taylor: The Manager and the Consultant
Taylor: The Peripatetic Philosopher
The Eastern Rate Case
Watertown and the Congressional Investigation
The Mental Revolution
Taylor and the Human Factor
A Final Note
8 Spreading the Gospel of Efficiency
The Most Orthodox: Carl G. Barth
Charting Other Paths: Henry L. Gantt
The Task and Bonus System
The Habits of Industry
Graphic Aids to Management
The Later Years
Partners for Life: The Gilbreths
Nothing Succeeds Like . . .
And So, into Scientific Management
Support for The Scientific-Management Movement
The First Lady of Management
Efficiency Through Organization: Harrington Emerson
Line and Staff Organization
Twelve Principles of Efficiency
The “High Priest of Efficiency”
The Gospel in Public-Sector Organizations: Morris L. Cooke
The Boxly Talks
Public Administration
Summar
9 The Human Factor: Preparing the Way
Personnel Management: A Dual Heritage
Personnel Administration as Welfare Work
Scientific Management and Personnel Administration
Psychology and the Individual
Toward Scientific Psychology
The Birth of Industrial Psychology
The Social-Person Era: Theory, Research, and Practice
Antecedents of Industrial Sociology
Sociological Foundations
Early Empirical Investigations
“Democratization of the Workplace”
The Trade-Union Movement
The Changing Nature of Union–Management Cooperation
Employee Representation Plans
10 The Emergence of the Management Process and Organization Theory
Henri Fayol: The Man and His Career
The Need for Management Theory
The Principles of Management
The Elements of Management
Max Weber: Bureaucracy
Bureaucracy as the Ideal
Advantages of Bureaucracy
Disadvantages of Bureaucracy
11 Scientific Management in Theory and Practice
The Study and Practice of Scientific Management
Education for Industrial Management
The International Scientific-Management Movement
Scientific Management in Industrial Practice
The Hoxie Report
The Thompson and Nelson Studies
Emerging General Management
The Impact of Scientific Management on Other Disciplines
Early Organization Theory
Scientific Management at DuPont and General Motors
Business Policy
12 Scientific Management in Retrospect
The Economic Environment: From the Farm to the Factory
The Technological Environment: Opening New Horizons
The Social Environment: From Achievement to Affiliation
The Collision Effect
The Social Gospel
The Political Environment: The Advent of Progressivism
Scientific Management and the Progressives
Business and the Progressives
Summary of Part II
Part 3 The Social-Person Era
13 The Hawthorne Studies
The Hawthorne Studies Begin
Illumination Study (1924–1927)
Relay-Assembly Test-Room Study (1927–1932)
Interviewing Program (1925–1932)
Bank-Wiring Observation Room Study (1931–1932)
Organizations as Social Systems
Human Relations, Leadership, and Motivation
Human Relations and Human Collaboration
Anomie and Social Disorganization
Developing the Human-Relations-Oriented Manager
Human Relations and Motivation
14 The Search for Organizational Integration
Mary P. Follett: The Political Philosopher
The Group Principle
Conflict Resolution
A Business Philosopher
Authority, Responsibility, and Power
The Task of Leadership
Chester I. Barnard: The Erudite Executive
The Nature of Cooperative Systems
Formal Organizations: Theory and Structure
The Acceptance Theory of Authority
The Functions of the Executive
Moral Leadership
15 People and Organizations
People at Work: The Micro View
Developing Constructs for Group Analysis
The Growth of Human-Relations Research and Training
Changing Assumptions About People at Work
People and Motivation
Job Enlargement and Job Enrichment
Participation in Decision-Making
Leadership: Combining People and Production
People at Work: The Macro View
Organizations as Sociotechnical Systems
New Tools for Macro Analysis
16 Organizations and People
Organizations: Structure and Design
James D. Mooney: Organization Theory and Practice
Texts, Teachers, and Trends
Building Blocks for Administrative Theory
Span of Control
Toward a Top-Management
Viewpoint
Ralph C. Davis: Pater Familiae et Magister
Harry A. Hopf: Toward the Optimum
Analyzing Top Management
Ownership and Control
Invisible and Visible Hands
17 Human Relations in Theory and Practice
The Impact of Human Relations on Theory and Practice
Applying and Extending Human Relations
Hawthorne Revisited
Premises About an Industrial Society
Research Methods and Data Interpretation
18 The Social-Person Era in Retrospect
The Economic Environment: From Depression to Prosperity
Attempts at Economic Recovery
Big Business as Culprit
Seeds of Change: New Technologies
The Social Environment: Reshaping the Nation’s Values
Shifting Social Values
“Organization Men”
The Political Environment: FDR’s Pledge
The New Deal
Augmenting the Position of Labor
Summary of Part III
Part 4 Moving Onward: The Near Present
19 Management Theory and Practice
The Renaissance of General Management
Principles of Management and the Functions of Management
Peter F. Drucker and the Practice of Management
Management Education: Challenges and Consequences
The “Management Theory Jungle”
Management Education: The Porter–McKibbin Report
The Management Theory–Practice Divide
Post-Fayol: Studies of Managerial Work
Global Studies of Managerial Work
Managing Across Borders
The Changing Scene
Markets and Hierarchies
The Resource- and Knowledge-Based Theories of the Firm
Governance and Agency Issues
From Business Policy to Strategic Management to Global Strategy
Multinational Enterprise and Global Strategy
Strategic Leadership and “Dynamic Capabilities”
20 Organizational Behavior and Organization Theory
The Human Side of Management
The Transition from Human Relations to Organizational Behavior
Theories X and Y
Human-Resource Management and Industrial Relations: The Changing Scene
Job Design
Work Motivation
Effective Leadership
The Trait Approach
The Behavioral Approach
The Situational Approach
Further Theoretical Developments
Project GLOBE
Organization Theory: A Continuing Venture
Aston Studies: Workflow Integration and Production Continuity
Technological Interdependence
Contingency Theory and Its Corollaries
Organizations and Their Environments
Strategic Choice
Resource-Dependence Theory
Population Ecology
Institutional Theory
When Ends Become Means
U.S. Theories Abroad
21 Science and Systems in an Information Age
The Quest for Science in Management
Operations Research (OR)
Production Management in Transition
“If Japan Can . . . Why Can’t We?”
Quality and Quality Circles
The Toyota Production System and Lean Manufacturing
Globalization and the International Organization for Standardization
Systems and Information
General Systems Theory and Cybernetics
From the “Invisible Hand” to the “Digital Hand”
It is a Small, Smaller World
Enabling Global Trade through Information and Communication
22 Obligations and Opportunities
Managing in a Global Arena
The Globalization of Business
Individuals and Organizations: Evolving Expectations
Business Ethics
Acting Ethically and Globally
Business and Society
The Stewardship of Wealth
Corporate Social Responsibility and Performance
Stakeholders: Economic and Noneconomic Responsibilities
Can You Have Your Cake and Eat It Too?
Social Entrepreneurship
Business and Its Environment
Summary of Part IV
Epilogue
Name index
Subject index
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
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