Management Chapter 2

Which is a limitation of scientific management?

Knowledge-based work can't be observed and broken down for efficiencies like manual labor.

Coordinate

Make sure the diverse efforts fit together through clear communication.

Career Orientation

Management is separate from ownership, and managers are career employees. Protection from arbitrary dismissal is guaranteed.

Scientific management puts the focus on efficiency and productivity. Jobs are specialized and new employees can be trained quickly. This approach is still in use today. For example, strategy and stiff competition require this approach at

McDonald's, famous for low prices and fast food delivery.

Division of Labor

Tasks are clearly defined and employees become skilled by specializing in doing one thing. There is clear definition of authority and responsibility.

Control

Verify whether things are going according to plan and make corrections where needed.

Division of work

Workers specialize in a few tasks to become more proficient.

The systems approach to management is

akin to the Circle of Life in Disney's movie The Lion King

A local art gallery was run by volunteers. The volunteers tended to flock to whatever project was exciting at the time. There were no consequences to the volunteers in switching projects and no control over the quality of work. One volunteer's personal hygiene became an issue, but no one could tell him to stay away, because no one was in charge. The art gallery might benefit from

bureaucratic management

Google has indexed the World Wide Web to make sure information is available quickly in a form that people can apply. Google's competitive advantage depends on

information management

Walmart developed its supply chain and inventory management to be very efficient and set the standard for other companies. These specialties are grouped under

operations management

Renowned management consultant and educator Peter Drucker, hailed by BusinessWeek as "the man who invented management," referred to Frederick Taylor's impact as "the most powerful as well as the most lasting contribution America has made to Western thought since the Federalist Papers." The fundamental change Taylor introduced to address issues associated with industrial production was:

task specialization and training

Unity of direction

Activities that are similar should be the responsibility of one person.

Foresight

Create a plan of action for the future.

One graphic representation of the tasks required over the course of a project is called a

Gantt chart

Hierarchical Management Structure

Each level controls the levels below and is controlled by the level above. Authority and responsibilities are clearly defined for each position.

The Hawthorne studies began as the type of experiment recommended by Scientific Management. Researchers were trying to find the optimal working conditions. But the outcomes defied explanation in the frame of scientific management. ________ changed the frame and focused on social dynamics.

Elton Mayo

Formal Selection Process

Employee selection and promotion are based on experience, competence, and technical qualification demonstrated by examinations, education, or training. There is no nepotism.

Unity of command

Employees receive orders from only one superior.

Fayol's five duties of management

Foresight, Organization, Command, Coordinate, Control

Taylor's Four Principles of Scientific Management included which of the following?

Heartily cooperate with the men to ensure all the work is done in accordance with the science that has been developed.

Many companies are organized along functional lines. In these companies, accountants report to a senior accountant; salespeople report to an executive of sales. These companies follow which organization design thinker from 100 years ago, who said activities that are similar should be the responsibility of one person?

Henri Fayol

Six Rules of a Bureaucracy

Hierarchical Management Structure, Division of Labor, Formal Selection Process, Career Orientation, Formal Rules and Regulations, Impersonality

Principles from the ________ school of management were originally designed to prevent favoritism and incompetence.

bureaucratic

Max Weber believed that management should be separate from ownership and managers should be protected from arbitrary dismissal. These are aspects of his rule called

career orientation

An effective organizational structure for an Internet company such as Google would not be the same as for a manufacturing company such as General Motors. Another ________ factor is the country in which the company operates. U.S. management methods do not work well in France.

contingency

Bureaucratic Management looked at how large organizations with layers of management could operate in an

efficient, rational manner

Mary Parker Follett has been called the "mother of modern management." Her ideas anticipated employment relationships that are more common today than in the 1920s. She focused on the

informal and lateral processes within an organization

Criticism of Taylor's Scientific Management sparked a new movement called Humanistic Management. This movement shifted management emphasis to

people and work relationships

The Gilbreth's research provided many important principles that were later incorporated into

quality assurance and quality control programs

Taylor and Gantt were the management consultants of their day. Workers were concerned the increased efficiency would mean less work and less pay. Gantt proposed to mitigate this concern with

the task and bonus pay plan

Scalar chain

An unbroken chain of command extends from the top to the bottom of the organization.

Organization

Provide resources to implement the plan.

Formal Rules and Regulations

Rules and regulations are documented to ensure reliable and predictable behavior. Managers must depend on formal organizational rules in employee relations.

Impersonality

Rules are applied uniformly to everyone. There is no preferential treatment or favoritism.

Command

Select and lead the best workers through clear instructions and orders.

Max Weber believed a structured organization, a bureaucracy, would be the most logical and efficient. One of his rules was that

authority and responsibilities are clearly defined for each position