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Management: Management Learning Past To Present
Management: Management Learning Past To Present
John Schermerhorn
Chapter 2
Management Learning
Past to Present
Organizations as communities
Mary Parker Follett
Groups and human cooperation:
Groups allow individuals to combine their talents for a
greater good
Organizations are cooperating communities of managers
and workers
Managers job is to help
people cooperate and
achieve an integration of
interests
Organizations as communities
Forward-looking management insights:
Hawthorne studies
Initial study examined how economic incentives and physical
conditions affected worker output
No consistent relationship found
Psychological factors influenced results
Relay assembly test-room studies
Manipulated physical work conditions to assess impact on output
Designed to minimize the psychological factors of previous
experiment
Factors that accounted for increased productivity:
Group atmosphere
Participative supervision
Progression principle
A need becomes a motivator once the preceding
lower-level need is satisfied
Dislike work
Lack ambition
Are irresponsible
Resist change
Prefer to be led
Organizations as Systems
System
Collection of interrelated parts that function
together to achieve a common purpose
Subsystem
A smaller component of a larger system
Open systems
Organizations that interact with their
environments in the continual process of
transforming resource inputs into outputs
Contingency thinking
Tries to match managerial responses with
problems and opportunities
unique to different situations
No one best way to manage
Appropriate way to manage
depends on the situation
Learning organizations
Organizations that are able to continually
learn and adapt to new circumstances
Core ingredients include:
Chapter 2 Case