scientific management theory

issues with scientific management

*Selectively implemented *No bonuses *Increased workload *Potential layoffs *Dissatisfaction with repetition

unity of command

An employee should receive orders from only one superior

Mechanic Structure

An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

3rd Principle of Scientific Management

Carefully select workers who possess skills and abilities that match the needs of the task and train them to perform the task according to the established rules and procedures.

2nd Principle of Scientific Management

Codify the new methods of performing tasks into written rules and standard operating procedures.

theory x

A set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior.

theory y

A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for initiative

Bureaucracy

a formal system of organization and administration designed to ensure efficiency and effectiveness

Human Relations Movement

a management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity

closed systems view

a self-contained system that is not affected by changes occurring in its external environment

organic structure

a structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected

Open Systems View

a system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers

Equity

all organizational members are entitled to be treated with justice and respect

Centralization

authority should not be concentrated at the top of the chain of command

Scientific Management Theory

began around the close of the 19th century

Frederick W. Taylor, Scientific Management

created four principles to lead his theory

Esprit de Corps

development of shared feelings or enthusiasm to a common cause

Total Quality Management

focuses on analyzing an organization's input, conversion, and output activities to increase product quality

Management Information Systems

give managers information about events occurring inside the organization as well as in its external environment—information that is vital for effective decision making.

operations management

gives managers a set of techniques they can use to analyze any aspect of an organization's production system to increase efficiency

Behavioral Management Theory

identified by Mary Parker Follett in the early 1900's

division of labor

job specialization and the division of labor should increase efficiency, especially if managers take steps to lesson workers boredom

Stability of tenure of personnel

long-term employees develop skills that can improve organizational efficiency

Authority and Responsibility

managers have the right to give orders and the power to exhort subordinates for obedience

discipline

managers need to create a workforce that strives to achieve organizational goals

Initiative

managers should allow employees to be innovative and creative

Mary Parker Follett

mother of management thought

Synergy

performance gains that result when individuals and departments coordinate their actions

Hawthorne effect

the finding that a managers behavior or leadership approach can affect workers level of performance

Contingency Theory

the idea that the organizational structures and control systems that managers choose depend on characteristics of the external environment

unity of direction

the organization should have a single plan of action to guide managers and workers

Authority

the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources

organizational behavior

the study of factors that have an impact on how individuals and groups respond to and act in organizations

Behavioral Management

the study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals

Administrative Management

the study of how to create an organizational structure and control system that leads to high efficiency and effectiveness

informal organization

the system of behavioral rules and norms that emerge in a group

remuneration of personnel

the system that managers use to reward employees should be equitable for both employees and the organization

scientific management

the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency

entropy

the tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate

Quantitative Management

uses mathematical techniques to help managers decide, for example, how much inventory to hold at different times of the year, where to locate a new factory, and how best to invest an organization's financial capital.

4th Principle of Scientific Management

Establish a fair or acceptable level of performance for a task, and then develop a pay system that rewards performance above the acceptable level.

1st Principle of Scientific Management

Study the way workers perform their tasks; gather all the informal job knowledge that workers process, and experiment with ways of improving how tasks are performed.

order

The arrangement of organizational positions should maximize organizational efficiency and provide employees with satisfying career opportunities

line of authority

The length of the chain of command that extends from the top to the bottom of an organization should be limited.

Job Specialization

The process by which a division of labor occurs as different workers specialize in different tasks over time

Subordination of individual interest to the common interest

Understanding how personal performance affects the organizational performance

Weber's Principles of Bureaucracy

1. A manager's formal authority derives from the position he holds in the organization. 2. People should occupy positions because of their performance, not because of their social standing or personal contacts. 3. The extent of each position's formal authority and task responsibilities and it's relationship to other positions should be clearly specified. 4. Authority can be exercised effectively when positions are arranged hierarchically, so employees know whom to report to and who reports to them. 5. Managers must create a well-defined system of rules, standard operating procedures, and norms so they can effectively control behavior .

Henri Fayol

French manager

Max Weber

German Sociologist Professor