Test 1

Scientific School ( 4 tenets) (1ptd)

1. There is one best way to do every job ( attacks learning through custom) 2. Proper Selection of workers for the job 3. Training workers in the manner suggested by time and motion studies ( workers should be scientifically selected and trained for each job) 4. There is in inherent difference between management and workers ( managers are best suited for thinking, planning, and administration and workers are best suited for laboring-- shows division of labor).

Advantages/ Disadvantages of Human Resources School

Advantages: Enrichment of Jobs Employee Involvement Employees feel valued Disadvantages: Not everyone wants to have their opinions heard. Team based management doesn't work in all situations Cynisism may result when incorporating new programs New language needs to be learned when management styles change

Advantages and Disadvantages of Human Relations School

Advantages: assumes good in employees providing enriched and challenging jobs fulfilling their needs for esteem and affiliation Disadvantages: Doesn't take into consideration that other factors such as financial reward or threat of punishment take precedence over job satisfaction and very little evidence to support Maslow and McGregor's theories. Elements can be used in a manipulative or superficial way ( not actually listening to people)

Advantages/ Disadvantages of Scientific Classical School

Advantages: Time and efficiency Disadvantages: People do not feel valued

Fayol's Bridge

Classical School In the organizational hierarchy, it is common for people of the same hierarchical plane to talk to each other.

Machine Metaphor

Classical School Organizations operate like machines 1. Specialization: Every person has a specific function that makes the organization operate ( division of labor) 2. Standardization/ Replaceability: Workers are easily replaced/ interchanged 3. Predicable: organizations run according to specific rules and standards and if the organization is dysfunctional, it can be fixed by rational consideration of manner in which rules are being applies or misapplied.

Fayol's Elements of Management (POCCC)

Classical School Planning: looking to the future to determine the best way to achieve goals Organizing: arrangement of human resources and evaluation of employees Command: managers set tasks for employees in order to meet goals. Coordination: separate activities are organized into a single whole Control: comparison between goals and activities to ensure the org. is functioning as is planned.

Closed System

Classical School Weber's Theory of Bureaucracy To the extent possible, a bureaucracy will shut itself off from influences of the outside environment because environmental interruptions could hamper its smooth functioning

Classical Theory Communication Chart (CDMS)

Content: Task Direction of Communication Flow-- Vertical & Down Mode/ Channel of Communication-- Usually written Style of Communication-- Formal

Human Relations Communication Chart

Content: Task and Social Direction: Vertical and Horizontal Channel: Face to Face Style: Informal

Human Resources Communication Chart

Content: Task, Social, and Innovation Direction: Vertical and Horizontal Channel: All channels Style: Both but especially informal

Hershey Blanchard Styles

Difference was that is looked at how leadership works in a situational context Style 1: Directive Style 2: Selling- Listen to what they have to say but try to sell them on your way Style 3: Consultative Style 4: Delegate

Pfeffer's Seven Practices of Successful Organizations (ESSCERS)

Employment Security Selective Hiring Self Managed Teams and Decentralization Comparatively high and contingent compensation Extensive Training Reduction of Status Differences Sharing Information

Similarities and Differences between Fayol, Weber and Taylor

Fayol provides prescriptions for managers about how organizations should be run Weber is more scholarly. and does not advocate for a particular organizational form but lays out features of an abstract or idealized organization Not as easily divided as Fayols but shares defined hierarchy, division of labor, and centralization of decision power. Taylor is similar to Fayol in that he provides prescriptions on how organizations should be run. What differs is that Taylor concentrates on the micro level ( relationship between manager and employee rather than whole org.). Taylor and Weber are similar because their they can both be broken down into tenets.

Prescriptive Theory

Fayol's Theory of Classical Management A theory that gives specific directions on how an organizational form should best be created an managed. ( tells people what they should do, but what they actually do may be different).

Espirit de Corps

Fayol's Theory of Classical Management Principles of Organizational Attitude This principle posesses- in the spirit of the Three Musketeers- "all for one, one for all" cry- that there should be no dissension in the organizational ranks

Centralization

Fayol's Theory of Classical Management Principles of Organizational Power Organizations will be most effective when central management has control over decision making and employee activities. Contingency factors such as firm size and the personal characteristics of managers and employees could influence the optimal levels of centralization.

Scalar Chain

Fayol's Theory of Classical Management Principles of Organizational Structure An organization should be arranged in a strict vertical hierarchy and that communication should be largely limited to this vertical flow (move up and down organizational chart)

Span of Control

Fayol's Theory of Classical Management Principles of Organizational Structure Managers will be most effective if they have control of a limited number of employees. Fayol suggests a limit of 20-30 employees for first level managers and 6 employees for higher level managers.

Uneven Work

Frederick Taylor's Theory of Scientific Management First impediment to optimal productivity. It results from job training through custom and tradition. New employees learn from watching old employees who may not be using the most effective method... this can lead to uneven quality of work.

Systematic Soldiering

Frederick Taylor's Theory of Scientific Management Social Pressure to keep productivity down and wages up. Resulted from rate busting and system piecework pay.

Hawthorne Studies and Findings

How changes in the environment affect worker productivity 1. Illumination Studies: determine the influence of lighting level on worker productivity. ( no significant differences) 2. Relay Assembly Test Room: Telephone relay system where changes in environment were given to the group (social satisfactions from human association were more important determinants of productivity than physical and economic aspects of work) 3. Bank Wiring Room: Naturalistic observations of men in a bank wiring room. Men developed norms for productivity and exerted social pressure on each other to maintain level ( concluded that social groups influence on workers exceeds leverage of formal org power structure. Concluded that social factors and attention increased productivity.

Maslow's Hierarchy of Needs

Human Relations School 1. Physiological Needs: Food, water, sleep 2. Safety Needs: Protection from danger 3. Affiliation Needs: Social relations 4. Esteem Needs: achievement and accomplishment 5. Self- Actualization Needs: become who you are supposed to be

Family Metaphor

Human Relations School Relationships are central to our understanding of organizational functioning. A family thrives when needs are fulfilled and opportunities are provided for self actualization. There are still distinctions among members of a family ( parents provide opportunities for children and children are limited in terms of power and influence)

McGregor's Theory X and Y

Human Relations School Theory X: People don't like work People are unmotivated People will not seek responsibility Theory Y: People like work People are self motivated People will seek our responsibility

Blake- Moulton

Human Resources School The change that they made was that they looked at how concern for production and concern for people compared ( combined the interests of classical and human relations. Managerial Leadership Impoverished: low concern for people, low concern for production Country Club: High concern for people, low concern for production Authority- Compliance: High Concern for production, low concern for people ( similar to scientific) Team Management: High Concern for production and people Middle-of-the-road: balance concern for production and people without going too far on either end ( compromise)

Job Enlargement Vs. Job Enrichment

Job Enlargement is continually adding more responsibilities into the job category of a person, job enrichment is designing tasks that will satisfy some of the higher order needs of workers through jobs that increase autonomy, variety, and task significance.

Hierarchy of Prepotency

Maslow's Hierarchy of Needs Lower-level needs must be satisfied before the individual can move onto higher level needs. Social relationships on the job will not be satisfying until the adequate wages and working conditions are provided.

Hawthorne Effect

Phenomenon that worker output increased as a direct result of the attention paid to workers. Attention given to workers causes changes in behavior.

Differences between Human Relations and Human Resources

Similarity: They advocate the same kinds of behavior but for different reasons Differences: Human relations manager institutes participation to satisfy needs of affiliation and esteem in hopes of increasing productivity Human resources manager institutes participation to take advantage of the innovative ideas of subordinates. Forms of participation: Human relations manager might only use a suggestion box or weekly staff meeting to meet needs. Human resource manager would institute a form of participation that could fully tap the ideas an skills of the of members. Human relations is a concern for both task and people whereas human resources focuses on tapping the full potential of employees Human relations is about "people feel" and human resources is about " People think and can contribute". Human Relations: power is still in the hands of the top people Human Resources: Power is in the hands of all members

Trait Styles

Strengths: Fits the ideal of gifted Research- Personality Criticism: Did not take situations into account No Complete list- ambiguous Highly subjective Hard for training

Situational approaches

Strengths: helpful in diagnosing the demands of of their situation

Styles approach

Strengths: Marketplace- Major training tool in 200 of fortune 500 companies Easy to understand Prescriptive Emphasizes leader flexibility emphasizes that employees have unique attitudes. Weaknesses Little research to support leader has to adopt their style based on the situation- can't assume one style to be the end all be all.

Time and Motion Studies

Taylor's Theory of Scientific Management There is one best way to do every job and this can best be determined through time and motion studies which determine the most efficient way to accomplish a given task. ( ie. testing dozens of methods for brick laying)

Likert (ebcp)

There are a # of forms an organization can take and are more or less effective at satisfying organizational and individual goals. Human Resources School System I: exploitative authoritative organization: motivation through threats or fears ( all the worst features of classical school) System II: benevolent authoritative organization: motivation through economic and ego rewards. very similar to system, but does not exploit workers. System III: Consultative Organization: before decisions are made, employees are consulted and views are taken into consideration, System IV: Participative Organization: decision making is performed by every organizational member

TQM

Total Quality Management popular program at the end of the 20th Century Failed Human resource program Did not enhance competitiveness

Issues and Effects of Team Based Management

Use Team Based Management when: work cuts across functional lines diverse and complex organizational environment rapidly changing workplace where innovation is critical Consider Attitudes of Top Management: even with empowerment of workers, the impetus for change and responsibility for dealing with change often rests with top management Deal with cynicism about change: people get mad about monthly programs can be minimized by keeping people involved with plans and seeing things from employees perspective, minimizing surprises Facilitate translation process: new programs = new language to be learned program changes can only be affective if people understand language-- managers must frame the change in a way that helps members enact their roles in viable and effective ways.

Rational-Legal Authority , Traditional Authority, and Charismatic Authority

Weber's Theory of Bureaucracy Classical Management Traditional: power based on long standing beliefs about who should have control is often vested in particular positions within an organizational hierarchy ( queen of England) Charismatic: power based on an individual's personality and the ability to attract and interact with followers ( cult organizations and Hitler) Rational- Legal: power based on the rational application of rules developed through reliance on information and expertise. ( power is not in the individual but in the expertise and rationality that created norms).

The What of Human Relations Management

nuts and bolts issues regarding compensation, employment security, and organizational structure trying to structure an organization in a way that maximizes contributions of employees both individually and collectively Team Management/ Employee Involvement Putting People First pfferrs 7 practices of successful organizations