New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here


by: Maryse Herman


Maryse Herman
GPA 3.68

Mary Rice-Lively

Almost Ready


These notes were just uploaded, and will be ready to view shortly.

Purchase these notes here, or revisit this page.

Either way, we'll remind you when they're ready :)

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

Mary Rice-Lively
Class Notes
25 ?




Popular in Course

Popular in Information Studies

This 18 page Class Notes was uploaded by Maryse Herman on Monday September 7, 2015. The Class Notes belongs to INF 387C at University of Texas at Austin taught by Mary Rice-Lively in Fall. Since its upload, it has received 40 views. For similar materials see /class/181901/inf-387c-university-of-texas-at-austin in Information Studies at University of Texas at Austin.

Popular in Information Studies




Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 09/07/15
91008 Management Theory Theory Informs Practice Practice Informs Theory why some history A person who knows onlythe skills and techniques without understanding the fundamentals of management is not a manager Heshe is at best a technician 7 Peter F Drucker 1974 Management Tasks Responsibilities Practices 91 008 devdopmentofmanagemem pyramid construction 5000 Sumerian records of management practices 300 BC Cninese dynasties nad manageriai ring organization functions controi techniques 2250 BC agenda 39 Ciass Housekeeping QM 39 Kiersey iwno are We as a group 39 Management tneory presentation and discussion 39 Guest expert Gioria Meraz TLA 39 Discussion of organizationai cuiture evolution of management models 19001925 192631950 1951 1 975 1976todav 75 o quot 7 9439 49 Q 0 0 239 o O 9 e 69 W we 9 00 9 90 0w 0 9 modern management thought alexander the great 3 56 323 BC machiavelli 1469 1527 adam smith 1723 1790 Charles babbage 1791 1871 91008 the prince Machiavelli deliberately provotative prattital politital guide hara ter vitality or skill of leader etermines SutteSS of any state prattital SUCCeSS by any means even at emense ottraditional moral values 14691527 scientific management Frederick Taylor maximum output in place of restricted output science not rule of thumb harmony not discord development of all workers to their greatest efficiency and prosperity cooperation no individualism 18651919 91008 scientific management Henry L Gantt henry I gantt 1861 1919 developed task and bonus system little concern for external environment of organization focused on production schedules scientific management Max Weber theory of authority structure distinction between power and authority and between compelling action and voluntary action hierarchical system for informed decision making 18641920 91008 bureaucratic organization divisinnniiabnr speriaiizalmn and siandardizaimn printipienihiemrthy prnrnminn mm managemeni demnnsimied by mum nrnp i was ruiesareinberemrdedin Wiimg Max Weber it is hornbie tothinkthat the Wond touid one day be fiiiedwith nothing but iittie togs iittie rnen ciingingto iittieiobs and stn vingtowards bigger ones This passion for bureaucraty is enough to drive one to despaih 7 From Max Weber andGeman Pail5 ENDIE classical movement Henrl Fayol looked at admlmstratlon from top down concentrated on roles of managers 7 Plannerst orgamzerst controllers lelSlO of labon dlsclplmet umty of command and llO remuneratlon scalar cham for commumcatlon 15314925 human relations approach I 1930 management studles began to focus on people and lnterpersonal relatlons I lncreased efforts toward democratlzatlon and stall partlupatlon I human behavlor movement a psychologlcal aspects of management a soclologlcal aspects of management 91008 self actualizing movement Abraham Maslow motivation Douglas McGregor Theory X and Theory Y participatory Chris Argyris organizational structure as impediment to self fulfillment Rensis Likert Warren G Bennis Robert Blake Jane Mouton Systems Approach and General Systems Theory managing organizations explore concept of organizational culture consider why managers should understand organizational culture reflect on culture of the virtual organization 91008 91008 organization defined 0 individuals systematically united for some purpose or work 0 state of being organized comprised of i actors 7 resources 7 activities culture defined whatever one must know 39 comprls d Ollhe or believe to operate in assumpllons values bl norms and tangible signs an accepla e manner lo artifacts of organization members of within a members and their social organization behaviors the personality of an 39 patterns of behavior organization 39 SymbOls beliefs complex construct rules Guest Expert Gloria Meraz 0 Texas Library Association 0 Responsibilities include i TLA Archives 7 Intellectual freedom 7 Library Legislation 7 Public relations 7 Publications why understand organizational culture 0 assists understanding of what goes on in an organization how different groups work together 0 contributes to efforts to implement change 0 informs decisions about where and with whom you want to work 0 guides managing groups across national ethnic and functional boundaries 91008 91008 culture describes how people see and understand their worlds prescribes some behaviors and forbids others colors the emotional responses of people to events emerges from people s struggles to manage uncertainties and create order understanding culture critical to managing organizationwide change can mean the difference between success and failure in today s fastpaced world google management model Interview with eric schmidt consequences of culture manages collective uncertainties creates social order creates continuity creates collectivity identity and commitment encourages ethnocentrism categories of cultural forms symbols and objects language jargon gestures signals signs songs humor jokes gossip rumors metaphors proverbs slogans stories legends sagas myths rituals taboos rites ceremonies 91008 cultural manifestations meeting times punctual or everyone late ground rules for communication quantity vs quality employee oriented orjob oriented gender and diversity issues response to risktaking and innovation cultural manifestations in the virtual organization 0 is Web presence user centric or organization centric 0 can you learn anything about the organizational structure through the Web site 0 how to contact people 7 one contact point 7 service specific contact points 91008 more can you determine the cultural values of the organization is the organization s mission statement apparent how does accuracy and currency reflect on an organization symbols logos colors virtual organization defined 0 network between organizations and individuals 0 built ad hoc from small globally dispersed independent organizational entities 91008 characteristics of a virtual organization virtual communities can itheoretically be described as a solution for meeting ubiquitous information and interaction needs managers and experts cease to be lone custodians of the corporate knowledge base knowledge must be shared across cultural and time space boundaries to create strategic frontiers in global and virtual enterprises what changes in the virtual organization meetings communication managing information managing organizational knowledge 91008 open vs closed organizations define open organization define closed organization open organizations manage through supportive use of authority communicate up down and across chain of command promote interactivity 91008 closed organizations manage through intimidating use of authority communicate one way downward through the chain of command all other communication viewed as insubordinate closed organizations top positions possess authority omniscience and omnipotence avoid external feedback to avoid changes in status quo sharp distinction between planning and implementation structured by permanent departments and echelons fixed property bylaws etc 91008 describe the culture of your organization what 10 words would you use to describe your organization what is really important who gets promoted what behaviors get rewarded who fits in and who doesn39t why 91008


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Jennifer McGill UCSF Med School

"Selling my MCAT study guides and notes has been a great source of side revenue while I'm in school. Some months I'm making over $500! Plus, it makes me happy knowing that I'm helping future med students with their MCAT."

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.