PA 111 - Management

What is Taylor's Great Revolution in the Mental Attitude?

Both parties, management and working men, take their eyes off the division of the surplus and together, turn their attention on how they can increase the size of the surplus. Instead of pulling against each other, they push each other towards the same direction. They substituted friendly cooperation and mutual helpfulness for antagonism. This is the beginning of the GREAT MENTAL REVOLUTION, the first step toward SCIENTIFIC MANAGEMENT.

Who is Henry Fayol? Why is he relevant?

Contributions in the General and Industrial Administration. Defined the functions (Planning, Organizing, Commanding, and Coordination, and 14 principles of management.

Metcalfe's Use of Card System

Metcalfe proposed the use of cards instead of book form of records. He summarized the intention of this system: "For every act or name to be recorded, there shall be a separate card; so that the cards being combined or classified, the acts or names they represent will be so too. This is until they are consolidated to the final permanent books of record. Example: Separate cards for shop order card, service card, employment of service card, and material card. There is also an independence of a representative unit of record, whose proper office is to enrol and classify them.

What is the difference of Taylor and Gantt?

Gant succeeded Taylor. Gantt also worked for Midvale Steel Company and Bethlehem Steel Company. Taylor focused on industrial efficiency (machinery), lean labor force, and factory production. Gant focused on work efficiency, employee motivation, and productivity improvement.

What is Mr. Barth, a friend of taylor's, Shop Manufacturing Small Machine all about?

Mr. Barth studied a machine and used four-slide rules. With this knowledge and observations made from an investigation, Mr. Barth made prescriptions on how the machines could be speeded up for a particular work which he will then show to his men.

Increased output means?

Gives more work to men And not because they can throw one half of their friends out of the company. Taylor emphasized that no one made a move to correct this fallacy. Example is the Great Cotton Industry in 1840 which produced from 5,000 cotton operatives, it increased to 265,000 cotton operatives. Despite power machinery introduced, the increase in production did not throw people out of work, but merely increased the wealth.

Contribution of Schmoller on Social Development?

Giving credit to Herbert Spencer as his inspiration, Schmoller began from the assumption that every society is constituted of three parts: the leader, his staff and the masses. •Social development depended on the growing differentiation on these three parts, while constitutional differences between states stemmed from variations in their relative importance. 1.In primitive communities, he discerned no genuine differentiation of offices from other roles in the society. 2.There were hereditary administrative offices filled hereditarily (feudal society). 3.Offices were of short duration and filled by lot or election (democracy in classical Greece or Rome). 4.Replaced by a career structure in which the official was a life-long professional

What is Global Stratification?

Globalizing forces lead to rapid international integration arising from the interchange of world views, products, ideas, and other aspects of culture. Advances in transportation and telecommunications infrastructure, including the rise of the telegraph and the Internet, are major factors in globalization, generating further interdependence of economic and cultural activities.

Theory of Organization by Max Weber?

Organization - signified an ordering of social relationships, the maintenance of which certain individuals took as their special task. The existence of a distinctive set of rules governing behavior was intrinsic to the concept of an organization.

What is management?

Planning, Organizing, Leading, and Controlling ( POLC) of human resources in achieving a goal.

What is a Gantt Chart?

Provides a graphic schedule for the planning and controlling of work, and recording progress towards stages of a project.

What is Metcalfe's Pre-Scientific Management Methods?

Metcalfe pioneered in the application of "pre-scientific management" methods to the problems of managerial control which were as follows: 1- System of administration of shop orders 2. Use of Card system instead of book of record

Romans contributed?

Standardization. Because the Romans needed to administer a vast empire, they needed standardization of measures, weights, and coins. Romans also saw the birth of the corporation, in that many Roman companies sold stocks to the public.

What is Group Theory?

Sudy of how individuals behave in group settings within the workplace. Understanding group dynamics and the behavior of individuals within these groups is crucial for organizational success, as many tasks and projects are accomplished through teamwork.

What did the Italian Renaissance revealed?

The emergence of knowledge and learning had economic and business implications. Additionally, the development of printing press allowed such ideas to spread throughout Europe. These, eventually, led to wealth and trade---which is what the modern enterprise constitute in status quo.

What is the contribution of Adam Smith's Wealth of Nations.

The theory of comparative advantage---the idea of specialization and coordination as a source of economic growth; a worker specializing in one task which in turn is more efficient in production would have the advantage. This would mean that there is a reduction of cost and the need for training.

What does the Theory X and Theory Y entail?

Theory X characteristics •Individuals who dislike work and avoid it where possible •Individuals who lack ambition, dislike responsibility and prefer to be led •Individuals who desire security The management implications for Theory X workers were that, to achieve organizational objectives, a business would need to impose a management system of coercion, control and punishment Theory Y characteristics •Consider effort at work as just like rest or play •Ordinary people who do not dislike work. Depending on the working conditions, work could be considered a source of satisfaction or punishment •Individuals who seek responsibility (if they are motivated) Implications The management implications for Theory X workers are that, to achieve organizational objectives, rewards of varying kinds are likely to be the most popular motivator. The challenge for management with Theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity.

What does the Features of Successful Group

There are 5 group features. 1. Objectives - goals of the group; for its existence (a successful group has clear objectives; common objectives) 2. Role Differentiation - clarity of the roles and expected (a successful group knows their clear role) 3. Values and Norms - values signified by believe, desire, wish, want (desired or wanted); norms signified by ought, should (established or enforced) ---norm is consistent with or contributes to some shared value. 4. Membership - heterogeneity (diverse skills, experiences, and interest) - A successful group can absorb some discontinuity 5. Communication - no one withholds relevant information (a successful provides crucial information and does not withhold relevant info) Autonomy - degree of freedom from control 1. High - apt to be successful since there are only a few external forces maintaining it 2. Low - confronted with an org, obj, roles, values, and norms.

What is the general Sociological Analysis?

misunderstanding culture at a strategic level can produce policies that exacerbate an internal conflict; a lack of cultural knowledge at an operational level can lead to negative public opinion; and ignorance of the culture at a tactical level endangers both civilians and troops.

Sumerians contributed?

writings and trade

Hammurabi contributed?

written commands and control

What is Gantt's Human Relations Dimensions in Management?

"...We have come to the parting of the ways, for a nation whose business system is based on service will in a short time show such advancement over one whose business system is operated primarily with the object of securing the greatest possible profits for the investing class, that the latter nation will not be long in the running." "The business system must accept its social responsibility and devote itself primarily to service, or the community will ultimately make the attempt to take it over in order to operate it in its own interest."

Carl Friedrich criticism on Weber?

"criticizes Weber for neglect of the notion of responsibility...holds that his emphasis on authority 'vibrates with something of the Prussian enthusiasm for the military type of organization, and the way seems to be bared to any kind of consultative, let alone co-operative pattern."

Alvin Gouldner on Patterns of Industrial Bureaucracy?

"distinguishes two types of bureaucracy: punishment-centered and representative."

Metcalfe's System of Administration of Shop Orders

(it involved the participation of the foremen, storekeeper and clerks, and consisted of the following books and papers to be kept: By Foremen (FMBBBC) 1.Reports of Fabrication 2.Reports of material returned to store 3.Stock books of all kinds 4.Requisition books for materials to be purchased or to be drawn from store 5.All time books 6.All statement of costs By Storekeepers (SMSMT) 1."Stock" day-books 2."Material" day-books 3.Stock ledgers 4.Memorandum orders 5.Teamsters' receipts By Clerks (SI) 1.Register of orders of supply 2.Invoice book

Max Weber's 10 defining characteristics of the bureaucratic administrative staff

1) The staff members are personally free, observing only the impersonal duties of their offices. 2) There is a clear hierarchy of offices. 3) The functions of the offices are clearly specified. 4) Officials are appointed on the basis of a contract. 5) They are selected on the basis of a professional qualification, ideally substantiated by a diploma gained through examination. 6) They have a money salary, and usually pension rights. The salary is graded according to position in the hierarchy. The official can always leave the post, and under certain circumstances it may also be terminated. 7) The official's post is his sole or major occupation. 8) There is a career structure, and promotion is possible either by seniority or merit, and according to the judgement of superiors. 9) The official may appropriate neither the post nor the resources which go with it. 10) He is subject to a unified control and disciplinary system

Max Weber's 8 propositions about the structuring of legal authority systems.

1)Official tasks are organized on a continuous, regulated basis. 2)These tasks are divided into functionally distinct spheres, each furnished with the requisite authority and sanctions. 3)Offices are arranged hierarchically, the rights of control and complaint between them being specified. 4)The rules according to which work is conducted may be either technical or legal. In both cases trained men are necessary. 5) The resources of the organization are quite distinct from those of the members as private individuals. 6) The office holder cannot appropriate his office. 7) Administration is based on written documents and this tends to make the office (Bureau) the hub of the modern organization. 8) Legal authority systems can take many forms, but are seen at their purest in a bureaucratic administrative staff.

According to Max Weber, what are the 5 related beliefs on which legal authority depended?

1)That a legal code can be stablished which can claim obedience from members of the organization. 2)That the law is a system of abstract rules which are applied to particular cases, and that administration looks after the interests of the organization within the limits of that law. 3)That the man exercising authority also obeys this impersonal order. 4)That only qua member does the member obey the law. 5)That obedience is due not to the person who holds authority but to the impersonal order which has granted him this position.

Fayol's Principles of Management

1. Division of Work - specialization 2. Authority - give orders and expect obedience and responsibility means accountability---authority means responsibility 3. Discipline - common effort to success 4. Unity of Command - only one manager 5. Unity of Direction - common goal 6. Subordination of Individual Interests to the General Interests - priority should be the collective 7. Remuneration - cost of living, qualification, business condition, success of business must determine an employee's rate of pay. 8. Centralization - lowering the importance of subordination; decentralization increases importance; the degree should be adopted accordingly 9. Scalar Chain - chain of command; authority 10. Order - all materials and people related to work should be treated equally 11. Equity - treated equally 12. Stability of Tenure Personnel - retention should be high priority; recruitment and selection costs 13. Initiative - encourage employees to be initiative 14. Espirit De Corps - encourage harmony and general good feelings.

How does Group Theory work? What does it examine?

1. Group Formation - how and why groups form within organizations; 2. Group Development - how groups adapt over time. Forming, Storming, Performing, and Adjourning. 3. Group Roles - how individuals assume roles like leaders, followers, coordinators, or troublemakers. 4. Group Norms - How norms are established and enforced and how they impact individual behavior and decision-making 5. Group Cohesion - Factors that contribute to cohesion---common goals, communication, and interpersonal 6. Group Decision-Making - how group makes decisions thru consensus or other methods, explores the impact of leadership in guiding the decision-making 7. Group Conflict - delves into the sources of conflict in terms of opinions, personalities, and interests within groups and how it is managed 8. Social Identity Theory - individuals categorize themselves into various social groups which can lead into in-group favoritism and out-group discrimination. 9. Power and Influence - how power and influence are distributed and how they affect decision-making and behavior. 10. Teamwork and Collaboration - factors that facilitate effective teamwork like communication and sharing of knowledge. 11. Group Productivity - how group behavior impacts productivity, both positively and negatively. 12. Diversity and Inclusion - how diverse groups can be more creative.

What are Urwick's 10 Principles of Organization?

1. Objective - every org must have a purpose for its existence 2.Specialization - every member should be confined to a single function 3.Co-ordination - the purpose of organizing, distinguished from undertaking; unity of effort 4.Authority - there must be a clear line of authority 5. Responsibility - The responsibility of the superior for the acts of the subordinate is absolute. 6. Definition - authority, responsibility, and relationship of work to other positions 7. Correspondence - In every position, the responsibility and the authority should correspond. 8. Span of control - No person should supervise more than five, or at most, six direct subordinates whose work interlocks. 9. Balance - It is essential that the various units of an organization should be kept in balance. 10. Continuity - Re-organization is a continuous process: in every undertaking specific provision should be made for it.

What are Fayol's Functions of Management?

1. Planning - attempt to predict the future and to determine the measures needed to transition to this new state. One of the most difficult and important tasks for management in which the organization must take part. 2. Organizing - organizational structure; everything you need for operation; as the number of staff increases, so do the various functions, and the need to have control over people. 3. Commanding - the order which aims to achieve the optimal effect of the effort of workers in the interest of the whole organization. In this order of function, a leader must humbly limit his pride by allowing his subordinate to delegation rights. In this case, the subordinate will act on its own initiative at the cost of making individual mistakes. Then, the subordinate will realize their potential which could turn them into first-class specialists. 4. Coordination - aims to ensure optimal harmony between the various activities of the organization; for the sake of coordination, Fayol suggests holding daily meetings. "The meeting should inform the management of the company's work, discuss issues of cooperation between the various departments, and address issues of common interest. 5. Control - ensure compliance in everything that happens in the organization with pre-defined plans, principles, and standards of work. It detects error and weakness to prevent and neutralize them. Control should not be the sole responsibility of the management, should also be dealt by impartial quality managers who do not have hierarchical relationships with the employees. This also applies to how information is obtained.

Max Weber's Legitimacy

1. Rational-legal - bureaucracy is based on this 2. Traditional 3. Charismatic

Fayol's Industrial Activities

1.technical activities 2.commercial activities 3.financial activities 4.security activities 5.accounting activities, and 6. managerial activities.

What does the Maslow's Hierarchy of Needs entail?

A five-stage model divided into deficiency and growth needs. The first four are D-needs while the top level is known as growth or B-needs. D-needs should be met to motivate; the need will be stronger if it takes too long to fulfill Basic Needs 1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep. 2. Safety needs - protection from elements, security, order, law, stability, freedom from fear. Psychological Needs 3. Love and belongingness needs - friendship, intimacy, trust and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work). 4. Esteem needs - achievement, mastery, independence, status, dominance, prestige, self-respect, respect from others. Self-fulfillment Needs 5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.

What does the Equity Theory of Motivation entail?

A person's motivation is directly related to their perception of equity/fairness in the workplace like in terms of salary. This theory is used as a management technique, but it is also applicable to individual's self motivation. People evaluate fairness based on their effort and the desired outcomes like compensation or self-worth. People will also compare their perception of equity towards others Equity/Fairness References are based on: 1. Self-inside - compare to past exp inside the org 2. Self-outside 3. Other-inside - compare to past exp to others inside the org 4. Other-outside Inputs that Affect Equity/Fairness •Effort •Commitment •Enthusiasm •Experience •Personal sacrifice •Loyalty •Flexibility Outputs that Affect Equity/Fairness •Monetary compensation •Increase in free time •Recognition and accomplishment •Learning

What are Group Dynamics?

A system of behaviors and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics). Its study of group dynamics can be useful in understanding decision-making behavior, tracking the spread of diseases in society, creating effective therapy techniques, and following the emergence and popularity of new ideas and technologies. Intragroup/in-group - are the underlying processes that give rise to a set of norms, roles, relations, and common goals that characterize a particular social group Intergroup - Intergroup dynamics refers to the behavioral and psychological relationship between two or more groups. This includes perceptions, attitudes, opinions, and behaviors towards one's own group, as well as those towards another group. Social Identity Theory - conflict starts with a process of comparison between individuals in one group (the ingroup) to those of another group (the outgroup).). This comparison process is not unbiased and objective. Instead, it is a mechanism for enhancing one's self-esteem. Intergroup Conflict favor the ingroup over the outgroup exaggerate and overgeneralize the differences between the ingroup and the outgroup (to enhance group distinctiveness) minimize the perception of differences between ingroup members remember more detailed and positive information about the ingroup, and more negative information about the outgroup

What is the Conceptual Scheme for Describing Work Group Behavior

A useful theory of work group behavior will emphasize the difffrence, and also the inter-relatedness, of 1. That behavior with which the group starts (what is given and what is required by external forces and conditions in order that the assigned task of the group may be performed, and 2. That behavior which develops internally, or emerges over and above that which is given or required.

Italians contributed?

Accounting, corporations, multinational corporations

What is the Sociological Intelligence?

Analysis concerning the social stratification, value systems, and group dynamics of a population. Social Stratification Society's categorization of people into socioeconomic strata, based upon their occupation and income, wealth and social status, or derived power (social and political) (relative position, ex. lower, middle, upper class) Proponents of Action Theory believed that social stratification was commonly found in developed society wherein dominance hierarchy may be necessary in order to maintain social order and provide a stable social structure.

What do the Gilbreths' Fatigue Study and Standardization entail?

Development of ergonomics, the act of applying both psychological and physiological principles to the design of products processes, and systems in an attempt to reduce human error as well as improve the safety and comfort of the operator or worker Unnecessary movements lead to fatigue, fatigue leads to human error, human error leads to loss of income. These unnecessary movements were called Therbligs. There are 18 of them. Movements Reach Grasp Transport Loaded Hold Release Load Preposition Position Use Assemble Disassemble Search Select Plan Inspect Unavoidable Delay Avoidable Delay Rest This in turn, were able to not only find a faster way of performing a task, but they were able to simplify it in a way that reduced worker fatigue

Ancient Egyptian, Sun tzu, and ancient greek contributed?

Division of labor, coordination and span of control

What are variables affecting stratification?

Economic - Income is the most common variable used to describe stratification and associated economic inequality in a society Social - Three important social variables include gender, race, and ethnicity, which, at the least, have an intervening effect on social status and stratification in most places throughout the world

Types of Government?

Feudal - simple in structure. Any member of it could exercise economic, judicial, administrative or military functions and each could exercise direct and personal authority over a member of the ruled class. Bureaucratic - functions were sharply separated from each other and became the exclusive activities of particular sections of the ruling class. A portion of national wealth was allocated to a body of salaried officials, a bureaucracy.

What does the Group Functions and Interactions Analysis entail?

Group Functions and Roles have requires systems which are necessary for the group to survive its environment (ex. training). They also have a personal system which concerns with one's needs (doing group homework). There is also an emergent system which occurs to satisfy the needs of the group when the group is not satisfied by the required system. For different roles, there are task roles, building and maintenance roles, and personal roles that come with which are behaviors directed toward them. Individual Emotional Styles includes the friendly helper who is comfortable in expressing and being the target of tender emotions but uncomfy in terms of tough emotions. It also includes the strong achiever, who is comfortable in being the target of tough emotions. Another is the logical thinker, who is uncomfortable with all emotions, and tends to substitute logic, accuracy, and knowledge, and self-reliance. Committees Behavior are small group characterized by periodic. The disadvantages of committees are time and money consuming, indecisions (varying opinions), compromise (half-baked), and responsibility (difficult to pinpoint responsibility) Diagnosing the Committee Behavior 1. Formation, Setting, and Task - how the group is formed, venue, and tasks assigned impact 2. People - decision makers? observers? 3. Size - do we need to subdivide? order of importance? 4. Goals and involvement - hidden feelings? 5. Interaction Analysis - how members deal with content and process simultaneously. Interaction Process Analysis 1. Show solidarity 2. Show tension release 3. Agree 4. Give suggestion 5. Give opinion 6. Give orientation 7. Ask for orie 8. Ask for opinion 9. Ask for suggestion 10. Disagree 11. Shows tension 12. Shows antagonism

Problems on Capt. Henry Metcalfe's Frankford Arsenal

He faced basic managerial problems in the arsenal such as the lack of written records. He was the first to urge managers to record production events and experiences systematically so they could use the information to improve production processes Chatfield explained that the usual production record were only from informal memorandum books carried by shop foremen and most cursory data were kept on job orders, which were often verbally authorized and sometimes lost track of entirely.

Who is Clovis R Shephered? Why is he relevant?

He introduced features of a successful group.

Who is Lyndall Urwick? Why is herelevant?

He introduced the 10 principles of organization.

Who is Chris Argyris? Why is he relevant?

He introduced the Argyris Theory.

Who is George Homans? Why is he relevant?

He introduced the Conceptual Scheme for Describing Work Group Behavior.

Who is Clayton Alderfer? Why is he relevant?

He introduced the ERG Theory of Motivation.

Who is J. Stacey Adams? Why is he relevant?

He introduced the Equity Theory of Motivation

Who is Victor Vroom? Why is he relevant?

He introduced the Expectancy Theory of Motivation

Who is Edwin Locke? Why is he relevant?

He introduced the Goal Setting Theory of Motivation.

Who is Maslow? Why is he relevant?

He introduced the Maslow's Hierarchy of Needs. Maslow believed that people are motivated to achieve certain needs, and some needs take priority over others like physical survival.

Who is David McClelland? Why is he relevant?

He introduced the Needs/Achievement Motivation Theory. McClelland states that human behavior is affected by three needs: 1. Need for achievement - urge to excel 2. Need for power -desire to influence other as per one's wish 3. Need for affiliation - need for open and sociable interpersonal relationships

Who is Burrhus Frederic Skinner? Why is he relevant?

He introduced the Reinforcement Theory of Motivation.

Who is Douglas McGregor? Why is he relevant?

He introduced the Theory X and Theory Y. McGregor did not imply that workers would be one type or the other. Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviors in between.

Who is Frederic Herzberg? Why is he relevant?

He introduced the Two Factor Theory.

Who is Henry Lawrence Gantt? Why is he relevant?

He is also a mechanical and industrial engineer. He contributed the task and bonus system, human relations dimension of management, and the social responsibility of business in the concept of management.

Who is Frederick Winslow Taylor? Why is he relevant?

He is the Father of Scientific Management. On top of that, he was a mechanical engineer, production man, executive, and a consultant. He wrote the book, "The Principles of Scientific Management". According to him, through systematic and scientific time study, workmen of all classes are willing to give up the idea of soldiering (behavior towards avoiding work; laziness) and devote their energies to maximizing their output provided that they are ensured of a suitable permanent reward.

Who is Capt. Henry Metcalfe? Why is he relevant?

He was an inventor, early organizational theorist, and an American army ordinance officer. He was appointed as the OIC at the Frankford Arsenal---a former US Army Ammunition Plant. He published the book entitled, "The Cost of Manufacturers and Administration of Workshops, Public and Private (1885)."

What does the Needs/Achievement Motivation Theory entail?

High achievement needs are highly motivated by competing and challenging work; strong urge for feedback. Individuals who are above average performers are highly motivated as they assume responsibility for solving problems at work (Gamblers). They perceived achievement as reward. Individuals who are motivated by power have a need for reputation and self-esteem Individuals with greater power and authority will perform better because they are more determined and loyal Individuals who are motivated by affiliation have an urge for friendly and supportive environment; effective performers. But when managers have high affiliation, their objectivity is compromised.

What are the implications of the Expectancy Theory of Motivation?

Implications •The managers can correlate the preferred outcomes to the aimed performance levels. •The managers must ensure that the employees can achieve the aimed performance levels. •The deserving employees must be rewarded for their exceptional performance. •The reward system must be fair and just in an organization. •Organizations must design interesting, dynamic and challenging jobs. •The employee's motivation level should be continually assessed through various techniques such as questionnaire, personal interviews, etc.

Criticism of the Traditional Classification of Governments

In all regularly constituted societies in which something called a government exists, . . . the ruling class, or rather, those who hold the exercise of the public power, will always be in a minority and below them we find a numerous class of persons who never do, in any real sense, participate in government but merely submit to it: and these may be called the ruled class.

What are the implications of Group Theory?

Incorporating group theory into organizational management and leadership practices helps leaders and managers better understand, anticipate, and address issues related to team dynamics and group behavior. It can lead to more effective teamwork, better decision-making, and improved organizational performance.

What does Vroom's Expectancy Theory of Motivation entail?

Intensity to perform a work is dependent on the definite outcome and appeal of it to the individual. The theory states that employee's motivation is an outcome of: •how much an individual wants a reward (Valence), •the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and •the belief that the performance will lead to reward (Instrumentality). Valence - expected outcome Expectancy - faith that better efforts will lead to better performance (possession of appropriate skills; availability of resources) Instrumentality - is the faith that if you perform well then a valid outcome will be there (people who decide who receives what outcome, the simplicity of the process , and clarity of relationship between performance and outcomes.) Relationships in the Expectancy Theory •Effort-performance relationship: What is the likelihood that the individual's effort be recognized in his performance appraisal? •Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards. •Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual. Advantages •It is based on self-interest individual who want to achieve maximum satisfaction and who wants to minimize dissatisfaction. •This theory stresses upon the expectations and perception; what is real and actual is immaterial. •It emphasizes on rewards or pay-offs. •It focuses on psychological extravagance where final objective of individual is to attain maximum pleasure and least pain. Limitations: 1. Idealistic 2. Reward is not directly correlated

What is Taylor's Scientific Management?

Involves a complete mental revolution on the part of the working men towards their fellow employees and employers engaged in any industry. Also involves the complete mental revolution on the part of the management---the board of directors, superintendent, and foreman. BOTH SIDES OF COMPLETE MENTAL REVOLUTION. Scientific Management leads to increased efficiency and output, which would benefit the consumers. The greatest gain in scientific management was the harmony between employees and employers. For example, when a management does its part, and a workman on another, they produce overwhelming results, rather than the old method of leaving the workmen on their own.

How can you Classify a Successful Group?

Is a group with high cohesion and high productivity, in which objectives, roles differentiation, values and norms and membership criteria are clear and agreed upon, and in which communication is open and full. Advocacy requires building relationships and partnerships. Stakeholder mapping and gap analysis will help tremendously to identify individuals, organizations, and/or groups who share vision and goals. This sharing could help meet objectives and strengthen program advocacy initiatives. Keep in mind that every intervention large or small can influence change.

What is Gantt's Differential Piece-Rate System vis a-vis Task and Bonus System?

It is almost the same with Taylor's Differential Rates System. The worker who exceeds the standard output within the stipulated time must be paid a high rate for high production (120%). On the other hand, the worker is paid a low rate if he fails to reach the level of output within the standard time (80%). The minimum wages of the worker are not guaranteed. PURPOSE: Instructor - Transfers standard methods based on expert knowledge; Knowledge, Ability/Habit, Motivation Task - Provides definite operational steps, schedule, and evaluative mechanism; appropriate method of instruction ; Obedience on Orders Bonus - Incorporates both piece work and day work wage system; Cooperation among instructors and workmen

What are the contributions of the Group Functions and Interaction Analysis?

It is much easier to understand intellectually how to observe and interpret the interaction patterns of a group than it is to put this knowledge into practice. In the abstract, you can understand the concepts, but in real situation, your own involvement with the content of the group as well with its process, makes observation and comprehension of the process difficult. In addition, your perception of other members - their emotional styles and the roles they play- and how you interpret and evaluate them are influenced by your own feelings and values. One of the most difficult aspects of understanding a group often is to recognize and evaluate "objectively" your own part in it.

What are Taylor's Principle of Scientific Management

It is the duty of the management to know what is best, not to take what some thinks. This is because the management is solely responsible for all operations and decisions that come with it, aimed at achieving efficiency and increased output.

What is Taylor's Piecework System?

The concept of differential rates system. Pay rate based on productivity of production. A worker who produces high quality in a short period of time is paid higher than a worker who produces low quality in a longer period of time.

What does Argyris Theory entail?

It looks at maturity on a personal and organizational settings. According to this theory, the development of a person goes from a situation of immaturity to a situation of maturity. A mature person is characterized by being active, independent, self-confident and self-controlled, on the contrary. An immature person is passive, dependent, has a lack of confidence and feels the need to be controlled by others. Argyris believed that whenever managers treat employees positively, the employees will achieve the highest productivity On the contrary, showing signs of lack of interest and low morale are signs of mismatch between managerial practice and mature personality. His solution was to broaden job responsibilities, and adjust supervisory tasks to allow greater participation and foster human relationships. Ideally, through this approach, employees will begin to move along the continuum toward "full" maturity. Autonomous orgs often act as a deterrent for employees to naturally achieve a high level of maturity within the organization. 7 Changes Within the Personality 1. Passive --> Active - proactive; initiative 2. Dependency --> Independency - being able to work alone, freedom of action in groups 3. Behave in various ways - Behave in many ways - flexible in doing the job 4. Informal and shallow interest --> Deeper and stronger interest - doing the job because of passion and not money 5. Present --> Past and Future - thinking ahead and learning from past mistakes. 6. Subordinate positions --> equal or superior positions - mutual respect; relationship is equal or superior 7. Little awareness --> More awareness and in control - aware of the ways things work best; self-control to achieve goals in a specified amount of time.

Why did Greeks continue to develop division of labour?

It was based on Plato's recognition of human diversity---eventually people will have varying interests, skills, and personalities.

Who are the Gilbreths? Why are they relevant?

Lilian was in psychology, and Frank was in construction. Husband and wife are management engineers. Contributed the Fatigue Study and Standardization. They experimented motion studies (efficiency studies),specifically on bricklaying (also consider the packaging of wax, its distance, movement, etc.) "The one right way."

What are the Theories of Stratification?

Marxist Theory - the modern mode of production consists of two main economic parts: the base and the superstructure The base encompasses the relations of production: employer-employee work conditions, the technical division of labor, and property relations. Social class is determined by one's relationship to the means of production. There exist at least two classes in any class-based society: the owners of the means of production and those who sell their labor to the owners of the means of production Bureaucracy - Stratification is based on more than simple ownership of capital. Weber examines how many members of the aristocracy lacked economic wealth yet had strong political power. He introduced three independent factors that form his theory of stratification hierarchy, which are; class (economic position based on birth and achievement), status (a person's prestige, social honor, popularity, and power (a person's ability to get their way despite resistance, ex. policemen) Stratification Theory by Mills - Contends that the imbalance of power in society derives from the complete absence of countervailing powers against corporate leaders of the Power eliteu Mills believed that the source for that power lay not only in the economic realm but also in the political and military arenas. For him, upper class individuals who receive elite educations typically have the essential background and contacts to enter into the three branches of the power elite: The political leadership (after WW2, leaders of corporation became prominent within the political sphere), the military circle (gained high priority, leaders of corporation contributed to the military spending) , and the corporate elite (corporate leaders worked with prominent military officers in the development of policies.

What is Taylor's Bethlehem Steel Company Spring of 1899?

Taylor placed an intelligent college educated man in charge of progress. He taught the man divided elements of the work and timed each separately. There are two elements discovered: 1. On the morning, each workman was given a paper slip information containing how much work they were able to accomplish the day before, and the amount earned. 2. Each man's work was measured by itself, and there are times when it was only absolutely necessary to measure the work of both men who have the same capacity, and divide the price between them.

What did Wilson argue on Government?

That administration is the most visible side of the Government but there are least discussions around it.

What does the "The Cost of Manufacturers and Administration of Workshops, Public and Private (1885)" entail?

The Concept of Science of Administration. General Principle: Art seeks to produce certain effects; Science is principally concerned with investigating the causes of these effects. According to Metcalfe, "The administration of arsenals and other workshops is in great measure an ART, depend upon the application to a great variety of cases of certain principles, which taken together, make up what may be called the SCIENCE OF ADMINISTRATION." He further suggested that these "certain principles" can be found by recording observations and experiences. à "continuous record of events" He asserted that there is a "science of administration" based upon principles discoverable by diligent observation.

How can we say that management has existed in history?

The Great Pyramid of Giza which required thousands of workers, and the application of management principles. These principles can be found in political, diplomatic, military, philosophy, poetry, literature, and economics.

What does the Hawthorne Investigation entail?

The components of the Hawthorne Investigation are: 1. Illumination Experiment - high intensity of light correlated with increased output 2. Relay Assembly Test Room Experiment - impact of length of the working day, rest hours, and other physical conditions on output 3. Interviewing Program - opinions of employees towards their working conditions 4. Bank Wiring Test Room Experiment - obtain more information about social groups within a company and finding out which causes restrict output; will then develop a new method of observation. Contributions: 1. A business organization is basically a social system. Not just a techno-economic system. 2. The employer can be motivated by psychological and social wants because his behavior is also influenced by feelings, emotions and attitudes. Thus economic incentives are not the only method to motivate people. 3. Management must learn to develop co-operative attitudes and not rely merely on command 4. Participation becomes an important instrument in human relations movement. In order to achieve participation, effective two-way communication network is essential. 5. Productivity is linked with employee satisfaction in any business organization. Therefore management must take greater interest in employee satisfaction. 6. Group psychology plays an important role in any organization. Management must therefore rely more on informal group effort. 7. The neo-classical theory emphasizes that man is a living machine and he is far more important than the inanimate machine. Hence, the key to higher productivity lies in employee morale. High morale results in higher output.

What does the Conceptual Scheme for Describing Work Group Behavior entail?

There are elements of Group Behavior 1. Activity - what a person does 2. Interaction - communication or contact between two persons 3. Sentiment - an idea or belief about the work Sentiments a. Requires sentiment - a belief must have in order to be willing to perform b. Given sentiment - a belief or feeling an employee brings with him c. Value - an unlimited idea of what is desirable (fair treatment, good pay, or freedom) d. Norm - a kind of emergent sentiment, an idea or belief about what the sentiments, activities, or interactions in a particular group should be. Background Factors 1. Technology 2. Job design 3. Management policy and practice 4. Leadership behavior 5. Personal background 6. Economic status 7. Social Status 8. Others System Elements and Relationship Background Factors -->Required and Given Behavior-->Emergent Behavior-->Consequence All are affected by Feedback.

What is Max Weber's Bureaucracy?

There are: 1. Rules and procedures 2. Specialization and division of labor 3. Hierarchy of authority 4. Technically qualified personnel 5. Separate position and incumbent 6. Written communications and records

Who are Elton Mayo and Fritz Roethlisberger? Why are they relevant?

They conducted an investigation at the Hawthorne Works of Western Electric Company, Chicago. The Hawthorne Investigation was an experiment conducted for 5 years

Who are Anthony Athos and Robert Coffey? Why are they relevant?

They introduced the Group Functions and Interactions Analysis. This includes Group Function and Roles, Individual Emotion Styles, Committee Behavior, and Diagnosing Committee Behavior.

What does Locke's Goal Setting Theory of Motivation entail?

This theory states that goal setting is essentially linked to task performance. •It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance. •Goals indicate and give direction to an employee about what needs to be done and how much efforts are required to be put in. Features: - The willingness to work towards attainment of goal is main source of job motivation - Specific and clear goals lead to greater output and better performance. Unambiguous, measurable and clear goals accompanied by a deadline for completion avoids misunderstanding. - Goals should be realistic and challenging. - The more challenging the goal, the greater is the reward generally and the more is the passion for achieving it. - Employees' participation in goal is not always desirable. Outcome: 1. Self-efficiency - higher the level of self-efficiency, greater will be the efforts put in by the individual when they face challenging tasks. 2. Goal Commitment - will not leave the goal; should be set by individual; must be broadcasted Advantages: •Goal setting theory is a technique used to raise incentives for employees to complete work quickly and effectively. •Goal setting leads to better performance by increasing motivation and efforts, but also through increasing and improving the feedback quality. Limitations: •Very difficult and complex goals stimulate riskier behavior. •If the employee lacks skills and competencies to perform actions essential for goal, then the goal-setting can fail and lead to undermining of performance. •There is no evidence to prove that goal-setting improves job satisfaction.

Where was early bureaucracy derived from?

This was evident during the early Chinese dynasties, specifically during the Hans dynasty. These were derived from the Confucian teachings which aimed to train scholars to make decisions. The application of Confucius teachings led to the development of Meritocracy---the appointment of leaders/bureaucracy based on merit.

What does Herzberg's Two Factor Theory entail?

Two Factor Theory argues that there are two factors that an organization can adjust to influence motivation in the workplace. 1. Motivators 2. Hygiene factors Motivating Factors 1. Achievement: proud feeling; doing something worthwhile 2. Recognition: praise and recognition of success 3. The work itself: job itself must be interesting 4. Responsibility: employees should own their work; not micromanaged 5. Advancement: promotion opportunities 6. Growth: job should make employees learn new skills thru formal training. Hygiene Factors 1. •Company policies: should be fair 2. Supervision: fairness; employees should be given autonomy 3. Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and appropriate relationship should exist between peers, superiors, and subordinates. 4. Work conditions: Equipment and the working environment should be safe, fit for purpose, and hygienic. 5. Salary: The pay structure should be fair and reasonable. It should also be competitive with other organizations in the same industry. 6. Status: The organization should maintain the status of all employees within the organization. Performing meaningful work can provide a sense of status. 7. Security: It is important that employees feel that their job is secure and they are not under the constant threat of being laid-off. TWO STEP PROCESS TO INCREASE MOTIVATION 1. Eliminate Job Hygiene Stressors - rectify petty and bureaucratic company policies; ensure democratic leadership style; no micromanaging; treat everybody with respect; ensure salaries are competitive; aim to construct jobs 2. Boost Job Satisfaction - improve actual content of the job; job enrichment - giving complex tasks to make it more interesting; job enlargement - variety of tasks; and employee empowerment - increasing delegated responsibility.

What is Value?

Values can be defined as broad preferences concerning appropriate courses of action or outcomes. Values reflect a person's sense of right and wrong or what "ought" to be. Values tend to influence attitudes and behavior. Types of values include ethical/moral values, doctrinal/ideological (religious, political) values, social values, and aesthetic values. Personal Values - internal reference for what is good, beneficial, important, useful, beautiful, desirable and constructive Moral, religious, and personal values, when held rigidly, may also give rise to conflicts that result from a clash between differing world views. Cultural Value - Individual cultures emphasize values which their members broadly share. One can often identify the values of a society by noting which people receive honor or respect Members take part in a culture even if each member's personal values do not entirely agree with some of the normative values sanctioned in that culture. This reflects an individual's ability to synthesize and extract aspects valuable to them from the multiple subcultures they belong to. If a group member expresses a value that seriously conflicts with the group's norms, the group's authority may carry out various ways of encouraging conformity or stigmatizing the non-conforming behavior of that member. Protected Value/ Sacred Value - is one that an individual is unwilling to trade off no matter what the benefits of doing so may be Conflict in Value - uIndividuals may act freely unless their actions harm others or interfere with others' freedom or with functions of society that individuals need, provided those functions do not themselves interfere with these proscribed individual rights and were agreed to by a majority of the individuals. A society (or more specifically the system of order that enables the workings

Talcott Parsons on Weber's Internal Consistency?

Weber's administrative staff was defined as having professional expertise as well as the right to give orders. Such attributes, Parsons argues, may well give rise to conflict within bureaucracy, since it will be impossible to ensure that high position in the hierarchy of authority will be matched by equivalent professional skill.

What is Gantt's Human Relations Dimensions in Management?

Whatever we do must be in accord with human nature. We cannot drive people; we must direct their development....the general policy of the past has been to drive; but the era of force must give way to that of knowledge, and the policy of the future will be to teach and lead, to the advantage of all concerned."

What does the ERG Theory of Motivation entail?

•According to ERG theory, if a higher- level need aggravates, an individual may revert to increase the satisfaction of a lower- level need. This is called frustration- regression aspect of ERG theory. Existence needs (basic material necessities, physiological, and physical safety needs)-->Relatedness needs (maintenance of significant interpersonal relationships; Maslow's social needs and external component of self esteem covers this)-->Growth needs (need for self-advancement and personal growth; self-actualization of Maslow) •ERG Theory of motivation is very flexible as he perceived the needs as a range/variety rather than perceiving them as a hierarchy. According to Alderfer, an individual can work on growth needs even if his existence or relatedness needs remain unsatisfied. Thus, he gives explanation to the issue of "starving artist" who can struggle for growth even if he is hungry.

What did Michels agree on Weber's Bureaucracy

•He agreed that bureaucratization was universal in the modern state but argued: "The fact that bureaucratic organizations is technically the most highly developed means of power in the hands of the man who controls it does not determine the weight that bureaucracy as such is capable of having in a particular social structure."

What does the Reinforcement Theory of Motivation entail?

•It states that individual's behavior is a function of its consequences. It is based on "law of effect", i.e, individual's behavior with positive consequences tends to be repeated, but individual's behavior with negative consequences tends not to be repeated. This theory focuses totally on what happens to an individual when he takes some action External environment must be positive and be controlled to motivate the employee. Methods for controlling behavior: 1. Positive Reinforcement - giving a positive response when an individual shows positive and required behavior. Positive reinforcement stimulates occurrence of a behavior. It must be noted that more spontaneous is the giving of reward, the greater reinforcement value it has. 2. Negative Reinforcement - rewarding an employee by removing negative / undesirable consequences. 3. Punishment - removing positive consequences so as to lower the probability of repeating undesirable behavior in future (ex. suspending an employee) 4. Extinction - absence of reinforcements, decreased probability of undesired behavior by removing reward for that behavior; unintentionally lowers desired behavior. What are the implications of the Reinforcement Theory Reinforcement theory explains in detail how an individual learns behavior. Managers who are making attempt to motivate the employees must ensure that they do not reward all employees simultaneously. They must tell the employees what they are not doing correct. They must tell the employees how they can achieve positive reinforcement.

What are the implications of the ERG Theory?

•Managers must understand that an employee has various needs that must be satisfied at the same time. According to the ERG theory, if the manager concentrates solely on one need at a time, this will not effectively motivate the employee. Also, the frustration-regression aspect of ERG Theory has an added effect on workplace motivation. •If an employee is not provided with growth and advancement opportunities in an organization, he might revert to the relatedness need such as socializing needs and to meet those socializing needs, if the environment or circumstances do not permit, he might revert to the need for money to fulfill those socializing needs. The sooner the manager realizes and discovers this, the more immediate steps they will take to fulfill those needs which are frustrated until such time that the employee can again pursue growth.

What is Taylor's Bethlehem Steel Company Shovel Experiment?

•Science of shoveling was studied. To shovel it, you must shovel. But there is a best way in doing everything. •Two first-class shovelers were selected. •A man was tapped to time the motion of the participants and to count the shovel loads. •Participants are expected to do their work at their ordinary fair pace. •They found out that the perfect shovel to use is the one which can hold 21 pound load - the standard, the best way. This in turn made the Bethlehem Steel Company save in cash, from 8 and 8 cents a ton to 3 and 4 cents a ton.

What are the Limitations of Herzberg's Two Factor Theory?

•The theory only applies to white collar workers. •It doesn't take an individuals situation or perception into consideration. We have attempted to address this above by applying the theory at an individual level. •The theory focuses on improving employee satisfaction. That doesn't necessarily translate into increased productivity. •There is no objective way to measure employee satisfaction within the theory. •Two Factor Theory is subject to bias. (when an employee is satisfied they will give themselves credit for that satisfaction. Conversely, when they are dissatisfied they will blame external factors)

What is Taylor's Midvale Steel Works?

•There was a fight between the foreman and his men. •Taylor obtained permission from the president of the company to spend more money in educating the foreman so that he should have at least a fraction of the knowledge of his men. •Their focus: to know the right combination of cutting angles you could cut steel and iron. •They studied the right speed and the feed that should be used in order to do the fastest work.