1.

Important Characteristics of the Four Periods of Management : Prescientific Management Workers were almost completely dominated by their supervisors, a relationship based on social caste systems of autocracy. Scientific Management Rising of the business baron and the industrial revolution Concept of a wage (rather than a subsistence allowance) being paid for work was recognized The doctrine of private property became a dominant theme Human Relations Represented a reaction to the dehumanizing aspects of scientific management Concepts of the worker advanced from an unfeeling, unidentified human unit on an assembly line to a person of emotions and worth Refinement, Extension, and Synthesis Scientific management has been brought to a high state of refinement in such areas as industrial engineering, motion and time study, and operations research.

2. - Frederick W. Taylor is recognized as the father of scientific management. - Scientific Management, excoriating managers for their arbitrary approach to their responsibilities and workers for their apparent lackadaisical attitude to work norms. - The weakness in scientific management is dehumanizing the organizational member.

3. The result of Hawthorne experiments is an organization was more than a formal structure or arrangement of function. An organization is a social system, a system of cliques, grapevines, informal status systems, rituals and a mixture a logical, non-logical and illogical behavior. 4. Productivity is in fact related to motivation (both anxiety-producing as well as anxietyreducing) and many other factors such as discipline and control. The morale is not a very meaningful concept of management thought and that some advocates of the human relations approach extended human relations concepts too far when they claimed that morale and productivity are necessarily directly related. 5. (1,9): yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the

employees, in hopes that this will increase performance. The resulting atmosphere is usually friendly, but not necessarily very productive. (1,1): evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions. (5,5): balance and compromise. Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met. (9,9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company. (9,1): control and dominate. With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. 6. Principal characteristics of school management thought: Traditional The process of getting things done through people in organized groups Empirical Experience is the only way a manager can develop Studying the successes and mistakes of others and by having his own experience The truth must be learned through experience Human Relation Organizations always involve interrelationships among members. The managers role is seen as being heavily concerned with improving the relationships among organizational members. Leading and supervising are seen as primary functions of the manager. Decision Theory Rationality of decisions and analysis of the process of making decisions are areas of primary interest.

Progress of an organization is determined by the cumulative effect of thousands of decisions made by managers at all levels. Mathematical Management involves a rational and logical pattern, the pattern can best be expressed through the use of mathematics, which is also logically based. Formalism Organizational members will perform their jobs best when are clearly defined and structured. Members will know what is expected of them and will work to fulfill these expectations. Create organizations which may be described as stiff, rigid, and inflexible. Spontaneity Group coordination and effective organizational behavior will automatically emerge round the natural leader, claim the advocates of the spontaneity approach to management. Formal structures, policies, procedures, and control ought to be minimized. Participative Organizational members will perform best when they have given an opportunity to participate in making organizational decisions. Challenge-and-Response Members will respond with good performance when they are motivated through appropriate challenges. Directive People want and need to be told what to do. Check-and-balance Some form of control is necessary to check up on or even to limit the behavior of people in organizations. The process-of-organization Does not consider the several schools of thought as being necessarily contradictory or mutually exclusive. Manager recognizes the infinite complexity of people and their organizations.

7. Human Relation Spontaneity Participative