C H A P T E R T W O

2
Management
Yesterday
and Today

Lecture Outline

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Historical Background
Scientific Management
Important Contributions
Frederick W. Taylor
Frank and Lillian Gilbreth
How Do Today’s Managers Use Scientific
Management?
General Administrative Theory
Important Contributions
Henri Fayol
Max Weber
How Do Today’s Managers Use General
Administrative Theories?
Quantitative Approach
Important Contributions
How Do Today’s Managers Use
Quantitative Approach?
Toward Understanding Organizational
Behavior
Early Advocates
The Hawthorne Studies
How Do Today’s Managers Use the
Behavioral Approach?
The Systems Approach
The Contingency Approach
Current Trends and Issues
Globalization
Ethics
Workforce Diversity
Entrepreneurship
Managing in an E-Business World
Knowledge Management and Learning
Organizations
Quality Management
A variety of PowerPoint slides, including both original text art and
newly created images, are available for your use in enhancing the
presentation of Chapter Two materials to your students.
ANNOTATED OUTLINE
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Since the birth of modern management
theory in the early 1900s, management
experts have developed theories to help
organizations and their managers
coordinate and oversee work activities
as effectively and efficiently as possible.
In presenting the history of modern
management, Chapter Two explores the
evolution of management thought and
practice during the twentieth century.
Students discover how knowledge of
management history can help us better
understand current management
practices while avoiding some mistakes
of the past. The practice of management
has always reflected historical times and
societal conditions. For instance,
innovation, global competition, and
general competitive pressures reflect a
reality of today’s business world:
“Innovate or lose.”
As Chapter Two opens, “A Manager’s
Dilemma” relates how John R. Hoke III,
vice president of global footwear design
for Nike, leads an international design
team in creating hundreds of
innovative, sustainable footwear
designs every year. Design team
members find inspiration for their new
styles through activities that include
taking trips to the zoo to observe the
structure of animals’ feet and devoting
time to studying the Japanese art of
origami. What can other managers learn
from Nike about managing innovation in
today’s dynamic business environment?
1. HISTORICAL BACKGROUND OF MANAGEMENT
Many fascinating examples from history illustrate how
management has been practiced for thousands of years.

Q&A 2.1 Why do I need to know management history?

A. Organizations and managers have existed for thousands

of years. The Egyptian pyramids and the Great Wall of
China were projects of tremendous scope and magnitude,
requiring the efforts of tens of thousands of people. How
was it possible for these projects to be completed
successfully? The answer is management. Regardless of
the titles given to managers throughout history, someone
has always had to plan what needs to be accomplished,
organize people and materials, lead and direct workers,
and impose controls to ensure that goals were attained as
planned.
B. Examples of early management practices can also be
seen by studying the Arsenal of Venice. Assembly lines,
accounting systems, and personnel functions are only a
few of the processes and activities used in business in the
fifteenth century that are common to today’s
organizations as well.
C. Adam Smith, author of the classical economics doctrine
The Wealth of Nations, argued brilliantly for the economic
advantages that he believed division of labor (the
breakdown of jobs into narrow, repetitive tasks) would
bring to organizations and society.
D. The Industrial Revolution is possibly the most
important pre-twentieth-century influence on
management. The introduction of machine powers
combined with the division of labor made large, efficient
factories possible. Planning, organizing, leading, and
controlling became necessary activities.
E. Exhibit 2-1 and PowerPoint slide 2-7 illustrate the
development of management theories.

 NOTES Materials I Plan to Use:

2. SCIENTIFIC MANAGEMENT

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 Scientific management is defined as the use of the scientific
method to determine the “one best way” for a job to be done.
A. Important Contributions
1. Frederick W. Taylor is known as the “father” of
scientific management. Taylor’s work at the
Midvale and Bethlehem Steel companies stimulated
his interest in improving efficiency.
a. Taylor sought to create a mental revolution
among both workers and managers by
defining clear guidelines for improving
production efficiency. He defined four
principles of management (Exhibit 2-2).
b. His “pig iron” experiment is probably the
most widely cited example of his scientific
management efforts.
c. Using his principles of scientific
management, Taylor was able to define the
“one best way” for doing each job.
d. Frederick W. Taylor achieved consistent
improvements in productivity in the range of
200 percent. He affirmed the role of
managers to plan and control and the role of
workers to perform as they were instructed.

 NOTES Materials I Plan to Use:

Q&A 2.2 It sure seems like Frederick W. Taylor viewed people negatively. Is that true?

2. Frank and Lillian Gilbreth were inspired by Taylor’s

work and proceeded to study and develop their
own methods of scientific management.
a. Frank Gilbreth is probably best known for his
experiments in reducing the number of
motions in bricklaying.
b. The Gilbreths were among the first to use
motion picture films to study hand and body
motions in order to eliminate wasteful
motions.
c. They also devised a classification scheme to
label 17 basic hand motions called therbligs
(Gilbreth spelled backward, with the th
transposed).

 NOTES Materials I Plan to Use:

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 B. How Do Today’s Managers Use Scientific Management?
Guidelines devised by Taylor and others to improve
production efficiency are still used in today’s
organizations. However, current management practice is
not restricted to scientific management practices alone.
Elements of scientific management still used include:
1. Using time and motion studies
2. Hiring best qualified workers
3. Designing incentive systems based on output

 NOTES Materials I Plan to Use:

Q&A 2.3 Why was scientific management even a management theory when it concentrated
on laborers’ jobs?

3. GENERAL ADMINISTRATIVE THEORISTS

This group of writers, who focused on the entire organization,
developed more general theories of what managers do and what
constitutes good management practice.
A. Henri Fayol and Max Weber were the two most prominent
proponents of the general administrative approach.
1. Henri Fayol, who was a contemporary of Frederick
W. Taylor, was the managing director of a large
French coal-mining firm.
a. Fayol focused on activities common to all
managers.
b. He described the practice of management as
distinct from other typical business
functions.
c. He stated 14 principles of management
(fundamental or universal truths of
management that can be taught in schools;
see Exhibit 2-3 and PowerPoint slide 2-
13).

 NOTES Materials I Plan to Use:

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Q&A 2.4 It would seem that Fayol’s view of management is more in tune with current views
of management than was Taylor’s. Why, then, isn’t Fayol known as the “father” of
modern management rather than Taylor?

2. Max Weber (pronounced VAY-ber) was a German

sociologist who wrote in the early twentieth
century.
a. Weber developed a theory of authority
structures and described organizational
activity based on authority relations.
b. He described the ideal form of organization
as a bureaucracy marked by division of
labor, a clearly defined hierarchy, detailed
rules and regulations, and impersonal
relationships (see Exhibit 2-4).

 NOTES Materials I Plan to Use:

B. How Do Today’s Managers Use General Administrative

Theories?
Some current management concepts and theories can be
traced to the work of the general administrative theorists.
1. The functional view of a manager’s job relates to
Henri Fayol’s concept of management.
2. Weber’s bureaucratic characteristics are evident in
many of today’s large organizations—even in highly
flexible organizations that employ talented
professionals. Some bureaucratic mechanisms are
necessary in highly innovative organizations to
ensure that resources are used efficiently and
effectively.

 NOTES Materials I Plan to Use:

4. QUANTITATIVE APPROACH TO MANAGEMENT

The quantitative approach to management, sometimes
known as operations research or management science, uses
quantitative techniques to improve decision making. This
approach includes applications of statistics, optimization
models, information models, and computer simulations.
A. Important Contributions.

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 1. The quantitative approach originated during World
War II as mathematical and statistical solutions to
military problems were developed for wartime use.
2. As often happens after wartime, methods that were
developed during World War II to conduct military
affairs were applied to private industry following
the war. For instance, a group of military officers—
the Whiz Kids—used quantitative methods to
improve decision making at Ford Motor Company in
the mid-1940s.

 NOTES Materials I Plan to Use:

B. How Do Today’s Managers Use the Quantitative

Approach?
1. The quantitative approach has contributed most
directly to managerial decision making, particularly
in planning and controlling.
2. The availability of sophisticated computer software
programs has made the use of quantitative
techniques more feasible for managers.

5. TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR

The field of study concerned with the actions (behaviors) of
people at work is organizational behavior. Organizational
behavior (OB) research has contributed much of what we know
about human resources management and contemporary views
of motivation, leadership, trust, teamwork, and conflict
management.

A. Early Advocates
Four individuals—Robert Owen, Hugo Munsterberg, Mary
Parker Follett, and Chester Barnard—were early advocates
of the OB approach. Their ideas served as the foundation
for employee selection procedures, motivation programs,
work teams, and organization-environment management
techniques. (See Exhibit 2-5 for a summary of the most
important ideas of these early advocates.)

 NOTES Materials I Plan to Use:

B. The Hawthorne Studies were the most important

contribution to the development of organizational
behavior.

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 1. This series of experiments conducted from 1924 to
the early 1930s at Western Electric Company’s
Hawthorne Works in Cicero, Illinois, were initially
devised as a scientific management experiment to
assess the impact of changes in various physical
environment variables on employee productivity.
2. After Harvard professor Elton Mayo and his
associates joined the study as consultants, other
experiments were included to look at redesigning
jobs, make changes in workday and workweek
length, introduce rest periods, and introduce
individual versus group wage plans.
3. The researchers concluded that social norms or
group standards were key determinants of
individual work behavior.
4. Although not without criticism (concerning
procedures, analyses of findings, and the
conclusions), the Hawthorne Studies stimulated
interest in human behavior in organizational
settings.

 NOTES Materials I Plan to Use:

Q&A 2.5 Why were the Hawthorne Studies so significant to management theory?

C. How Do Today’s Managers Use the Behavioral Approach?

1. The behavioral approach assists managers in
designing jobs that motivate workers, in working
with employee teams, and in facilitating the flow of
communication within organizations.
2. The behavioral approach provides the foundation
for current theories of motivation, leadership, and
group behavior and development.

 NOTES Materials I Plan to Use:

6. THE SYSTEMS APPROACH

During the 1960s researchers began to analyze organizations
from a systems perspective based on the physical sciences. A
system is a set of interrelated and interdependent parts

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 arranged in a manner that produces a unified whole. The two
basic types of systems are open and closed. A closed system
is not influenced by and does not interact with its environment.
An open system interacts with its environment (see Exhibit 2-
6).

 NOTES Materials I Plan to Use:

A. The Systems Approach and Managers

1. Using the systems approach, managers envision an
organization as a body with many interdependent
parts, each of which is important to the well-being of
the organization as a whole.
2. Managers coordinate the work activities of the various
parts of the organization, realizing that decisions and
actions taken in one organizational area will affect
other areas.
3. The systems approach recognizes that organizations
are not self-contained; they rely on and are affected by
factors in their external environment.

 NOTES Materials I Plan to Use:

Q&A 2.6 Why is the systems perspective a good way to view organizations?

7. THE CONTINGENCY APPROACH

The contingency approach recognizes that different
organizations require different ways of managing.
A. The contingency approach to management is a view that
the organization recognizes and responds to situational
variables as they arise.
B. Some popular contingency variables are shown in Exhibit
2-7.

 NOTES Materials I Plan to Use:

Q&A 2.7 If the contingency perspective merely tells us “it all depends,” how can this
approach be valuable to managers?

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Self-Assessment Library Responding to Change

Change and change management are essential elements in the

contingency approach (situational approach) that often require
different ways of managing. Self-Assessment #III.C.1 “How Well Do I
Respond to Turbulent Change?” gives students the opportunity to
gauge their effectiveness regarding change. Students may consider
the following questions after completing the exercise:

n How might your score on this self-assessment exercise influence

the way you approach managing?
n What other career implications might this information have?
n What could you learn from your classmates through this
exercise?

Q&A 2.8 Considering the many ways in which managerial situations may differ, how can we
have a common body of knowledge about effective management?

8. CURRENT TRENDS AND ISSUES

After the study of the history and development of management
theories, students can better understand how current concepts
and practices are changing the way managers do their jobs
today.

A. Globalization. Organizational operations are no longer

limited by national borders. Managers throughout the
world must deal with new opportunities and challenges
inherent in the globalization of business.

 NOTES Materials I Plan to Use:

B. Ethics. Cases of corporate lying, misrepresentations, and

financial manipulations have been widespread in recent
years. Managers of firms such as Enron, ImClone, Global
Crossing, and Tyco International have placed their own
self-interest ahead of other stakeholders’ welfare.
1. While most managers continue to behave in a highly
ethical manner, abuses suggest a need to “upgrade”
ethical standards.
2. Ethics education is increasingly emphasized in college
curricula today.
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 3. Organizations are taking a more active role in creating
and using codes of ethics, ethics training programs,
and ethical hiring procedures.

 NOTES Materials I Plan to Use:

C. Workforce diversity refers to a workforce that is

heterogeneous in terms of gender, race, ethnicity, age,
and other characteristics that reflect differences.
1. Workforce diversity is a global issue.
2. The assimilation (“melting pot”) model used before the
early 1980s has been replaced by the recognition and
celebration of differences.
3. Accommodating diverse groups of people by
addressing different lifestyles, family needs, and work
styles is a major challenge for today’s managers.
4. Wise managers value diversity as an asset in bringing
a broad range of viewpoints and problem-solving skills
to an organization.

 NOTES Materials I Plan to Use:

D. Entrepreneurship is the process whereby an individual

or group of individuals use organized efforts to pursue
opportunities to create value and grow by fulfilling wants
and needs through innovation and uniqueness, no matter
what resources the entrepreneur currently has.
1. Three important themes stand out in this definition:
a. The pursuit of opportunities
b. Innovation
c. Growth
2. Entrepreneurship will continue to be important to
societies around the world.
Note: A special entrepreneurship module appears
at the end of each of the six major parts of
the textbook. This feature examines topics
presented in that particular section from an
entrepreneurial perspective.

 NOTES Materials I Plan to Use:

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Self-Assessment Library Entrepreneurship

Entrepreneurship involves changing, revolutionizing, transforming, or

introducing new products or services or new ways of doing business.
Self-Assessment #I.E.4 “Am I Likely to Become an Entrepreneur?” gives
students an opportunity to assess their entrepreneurial attributes and
inclinations. In this exercise, students may want to reflect on the
following questions:

n Do you think most college students majoring in business would

score high or low on this assessment? Explain.
n How might scores on this self-assessment exercise affect an
individual’s approach to managing?
n How can you use this information to help you plan your career?

E. Managing in an E-Business World

1. E-business (electronic business) is a
comprehensive term describing the way an
organization does its work by using electronic
(Internet-based) linkages with its key
constituencies in order to efficiently and effectively
achieve its goals.
2. While critics questioned the viability of Internet-
based companies (dot-coms) after the high-tech
implosion in 2000 and 2001, e-business is here to
stay.
3. E-commerce (electronic commerce) is the sales
and marketing component of e-business.
4. Categories of e-business involvement (see Exhibit
2-9 and PowerPoint slide 2-30):
a. An e-business enhanced organization uses
the Internet to enhance (expand, not
replace) its traditional ways of doing
business. This type of organization sets up
e-business capabilities (usually e-
commerce).
b. An e-business enabled organization uses the
Internet to enable the company to perform
its traditional business functions more
efficiently and effectively, but it does not sell
products or services on the Internet.
c. A total e-business is made possible by, and
revolves around, the Internet.

 NOTES Materials I Plan to Use:

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 How Is IT Changing Your World?
?
Managing IT

To illustrate and personalize the impact of IT on the daily lives of your students, ask class
members to list individually at least five ways in which they have used information
technology during the past 24 hours. Ask a student to name aloud one of the items on
his/her list to be written on the board by a student who serves as recorder. Continue
asking for different responses, which will be added to the list on the board.

The completed list should prove to be impressive. Next, ask students to note how many
of the items on the board involve the students’ interaction with a business entity,
including businesses where they are employed.

You might expand the class discussion by asking students how IT has increased the
effectiveness and/or efficiency of performing tasks on the list compiled by the class.

F. Knowledge Management and Learning Organizations.

1. Change is occurring at an unprecedented rate.
2. To be successful, today’s organization must become
a learning organization—one that has developed
the capacity to continuously learn, adapt, and
change. (Exhibit 2-10 and PowerPoint slide 2-
32 illustrate differences between a learning
organization and a traditional organization.)
3. Knowledge management involves cultivating a
learning culture where organizational members
systematically gather knowledge and share it with
others in the organization so as to achieve better
performance.

 NOTES Materials I Plan to Use:

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?
Thinking Critically About Sharing Knowledge
Ethics
Information is power—those who have it have power. The ethical question explored in this
exercise is whether asking employees to share earned knowledge in a learning organization
is ethical or not. Should employees have to share this knowledge when they themselves have
worked to gain it? Should they have to share this knowledge when, perhaps, their
performance evaluations are based on how well they do their jobs, and how well they do
their jobs is dependent on their special knowledge? What ethical implications can be
expected when a manager strives to create an organizational environment that promotes
learning and knowledge sharing?

Students need to discuss and/or explore this ethical issue. You may want to include topics
such as the following in the class discussion: promoting an atmosphere of trust among
employees, an organizational culture that encourages information sharing, and organizational
reward systems to encourage/discourage sharing of information.

Small group interaction might facilitate discussion, with each group giving a brief report of its
discussion to the class as a whole. Encouraging the sharing of personal experiences with
information sharing and results of that information sharing should enhance students’
understanding of information-sharing outcomes.

G. Quality Management.
1. Quality management is a philosophy of
management that is driven by continual
improvement and response to customer needs and
expectations (see Exhibit 2-11).
2. TQM was inspired by a small group of quality
experts, including W. Edwards Deming, who was
one of its chief proponents.
3. TQM represents a counterpoint to earlier
management theorists who believed that low costs
were the only road to increased productivity.
4. The objective of quality management is to create
an organization committed to continuous
improvement in work processes.

 NOTES Materials I Plan to Use:

Answers to Thinking About Management Issues

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1. What kind of workplace would Henri Fayol create? How about
Mary Parker Follett? How about Frederick W. Taylor?
Fayol would likely create a workplace in which managers could
perform the managerial functions of planning, organizing,
coordinating, commanding, and controlling. In the workplace
created by Fayol, his 14 principles of management would be
espoused.

Follett would create a workplace where managers and workers

viewed themselves as partners, as part of a common group. In
such a workplace, managers would rely more on their expertise
and knowledge to lead subordinates, rather than on the formal
authority of their position. Empowerment and teamwork would
be hallmarks of a work environment created by Follett.

Taylor would envision a workplace in which managers and

workers scientifically analyzed and determined the “one best
way” to accomplish each job. He would give a qualified worker
the appropriate tools and equipment, would have the worker
follow his instructions exactly, and would motivate the worker
with a significant increase in daily wage. Consistent productivity
improvements would be Taylor’s goal in the workplace.

2. Can a mathematical (quantitative) technique help a manager

solve a “people” problem, such as how to motivate employees
or how to distribute work equitably? Explain.
Although “people” problems can rarely be resolved using
quantitative techniques exclusively, mathematical techniques
can help a manager solve these types of problems. Statistical
methods, information models, computer simulations, and other
quantitative techniques are designed to help managers make
better decisions. Accordingly, they could help a manager
address people problems encountered in the workplace.

3. Is globalization an issue for e-businesses? Explain.

Since the world has become a global village, the rapid and
dramatic internationalization of business is a key consideration
for managers of electronic businesses. An e-business transaction
can take place wherever business constituencies have Internet
capability, regardless of cultural or geographic differences.
Managers of e-businesses must become aware of and
knowledgeable about these areas, in order to equip their
organizations for competition in the worldwide marketplace.

4. “Entrepreneurship is only for small, start-up businesses.” Do

you agree or disagree with this statement? Explain.
Entrepreneurship is the process whereby an individual or a
group of individuals use organized efforts and means to pursue
opportunities to create value and grow by fulfilling wants and
needs through innovation and uniqueness, no matter what
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 resources the entrepreneur currently has. It involves the
discovery and development of strengths in order to take
advantage of opportunities in the external environment. Well-
established businesses of every size, as well as small, start-up
businesses, must be innovative and flexible to enable them to
survive and grow in a competitive, global marketplace.

5. How do societal trends influence the practice of management?

What are the implications for someone studying management?
Societal trends have a major impact on the practice of
management. For example, the change in society’s emphasis on
the value of diversity has profound implications for the
recruiting, hiring, training, development, and motivation
programs in the human resources functions of an organization.
Work-related processes must be aligned with the needs of a
diverse and pluralistic workforce. The impact of these changes is
a global issue; business organizations throughout the world—
including Canada, Australia, South Africa, Japan, and Europe—
are experiencing similar trends.

6. Would you feel more comfortable in a learning organization or in

a traditional organization? Why?
The answers to these questions will vary according to each
student. The most important consideration in the responses to
these questions is how well each student explains or supports
his/her preference.

WORKING TOGETHER—Team-Based Exercise

The task for students to accomplish with this activity is to do some

preliminary work on creating a knowledge base for your particular
institution, such that different organizational members could utilize the
information to increase efficiency and effectiveness. Form groups of
three to four students for discussion.

A suggestion: Each group could develop a “knowledge list” for

different campus offices or departments. For instance, one group might
concentrate on the Registrar’s Office, another on the Financial Aid
Office, another on the Student Union, another on the Alumni Office,
etc. The groups should identify the tasks the office or department
performs for students and other institutional office; what activities that
office performs that other offices might also be performing; and what
unique tasks that office performs. After discussing these issues,
compile an outline of major areas of important knowledge possessed
by the entire organization as a result of the efforts of each office or
department.

A couple of hints that might help to stimulate students’ thinking are (1)
using technology to enhance teaching and learning in the classroom

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and (2) using technology to keep in touch with former students and/or
alumni.

Answers to Case Application Questions

Threads of History

1. How might principles of scientific management be useful to

Springs Industries? How about the quantitative approach?
Aspects of scientific management—the use of the scientific
method to define the “one best way” for a job to be done—are
used to streamline production processes at Springs Industries.
As managers at Springs Industries analyze the work tasks that
must be performed, hire the most qualified workers, and
establish incentive systems based on output, they are engaging
in scientific management to improve production efficiency.
Quantitative techniques are used at Springs Industries to help
managers make decisions such as scheduling and budgeting.
Quantitative techniques are used by production managers as
they address quality control in their efforts to eliminate
variances in the quality of the company’s products.

2. How might knowledge of organizational behavior help the

company’s front-line supervisors manage their employees?
Would the CEO and other top managers need to understand OB:
Why or why not?
Since front-line managers directly supervise workers, these
managers must have knowledge and skills in a variety of
aspects of organizational behavior, including organizational
communication and an understanding of a variety of
personalities and perceptions. The CEO and other top managers
must have knowledge and skills related to organizational
behavior in order to communicate the company’s vision and to
influence managers on every level to lead employees in
following the mission of the organization.

3. Using Exhibit 2-6, describe Springs Industries as a system.

Springs Industries is an open system, sensitive to its external
environment (for example, the needs and wants of its customers
and suppliers). The company also responds to needs in its
internal environment as it implements programs to provide
comprehensive employee benefits and train and develop its
employees in areas such as diversity and workplace safety. (In a
recent year, Springs Industries earned 114 safety awards, 55 of
which were National Safety Council Awards.) The company
employs about 20,000 people worldwide and has formed a joint
venture to compete on a global scale.

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4. Using information from the company’s Web site, what values
does this company embrace that might be important for
successful organizations in the twenty-first century?
The Web site of Springs Industries (www.springs.com) features a
link entitled “Our Values,” where the company presents and
explains the following core values: Quality; Service; Education;
Personal and Family Well-Being; Respect for History; Planning for
the Future; and Creativity. Describing the importance of quality,
Industries writes: “Our vision of quality calls us to set the
standard, whether in the products we make, the level of service
we deliver to customers, or the manner in which we live.”

ADDITIONAL CHAPTER INFORMATION

You may want to use the following information to generate class

discussion. If so, be prepared to defend why students nonetheless
need to know how management thought has evolved.

Real Time: Preparing for the Age of the Never Satisfied Customer, a
book by Regis McKenna, argues that companies will have to reorganize
in order to conduct their business in real time because “the
competitive environment will no longer tolerate slow response or
delayed decision making.” The assumption from decades of scientific
management theories and from control proponents like Frederick W.
Taylor has led managers to believe that the future can be predicted
and controlled. Managers must realize that “continuous discontinuous
change” is now necessary for success and that planning beyond the
next quarter will be futile.

Studying the major theories and theorists can be challenging to some

students. One approach to learning this material that has been used in
a classroom is to play a trivia game for points. The instructor develops
questions in the format used in “Jeopardy” about management history,
early theories, and early theorists. The class is divided into teams for
competition. One team selects a category, and the instructor reads the
appropriate question. If the team successfully answers the question,
the team is awarded 10 points; if the team answers incorrectly, 10
points are deducted from the team’s score, and the next team in
rotation is given the opportunity to answer the question. If this team
successfully answers the question, it receives the 10 points. Teams
select and attempt to answer questions in a rotating manner, with all
teams having the same number of “turns.” At the end of the class
period, the team with the most points is declared the winner, and each
member of the winning team is awarded a bonus of 10 points as an in-
class participation score. Negative team scores are simply recorded as
a 10-point participation grade.

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Students who have played this game have found it to be fun and
helpful in studying the history, theories, and theorists of management
yesterday and today.

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