Tutorial of Study Management

Topics: Psychology, Management, Organization Pages: 2 (420 words) Published: May 6, 2013

1. Describe the major influences on the development of management thought. * Economic Influences which relate to the availability, production, and distribution of resources within a society. Such as “At the Forefont”, we can see the economic impact of declining markets and declining prices on one segment of the agriculture industry. It shows that how that segment was able to rebound by introducing a product that seemed to fit a niche market. * Social Influences relate to the aspects of a culture that influence interpersonal relationships. The needs, values, and standard of behavior among people help form the social contract of the culture. The social contract embodies unwritten rules and perceptions that govern interpersonal relationships, as well as the relationships between people and organizations. * Political Influences it relate to the impact of political institutions on individuals and organizations. At a basic level are the various civil and criminal laws that influence a person and organizational behavior. Furthermore, the political system has bestowed various rights upon individuals and organizations that also impact behavior. * Technological Influences relate to advances and refinements in any of the devices used in conjunction with conducting business. Business leaders in the global economy must be alert to all opportunities for improvement. They must stay abreast of the new technology so that they can make intelligent, informed decisions. * Global Influences which means by the pressures to improve quality, productivity, and costs as organizations try to compete in the worldwide marketplace. The international, or global, dimension of an organization’s environment has had the most profound impact on management thinking in recent years

2. Identify the five (5) major perspectives of management thought that have evolved over the years. i. Classical Perspective
ii. Behavioral Perspective
iii. Systems...
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