b1210 chptr 1 m1
The two most important contributors to scientific management theory
Frederick W. Taylor and the husband-wife team of Frank and Lillian Gilbreth
The two most important contributors to general administrative theory were
Henri Fayol and Max Weber.
a form of organization characterized by division of labour, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
bureacracy
, emphasized rationality and making organizations and workers as efficient as possible
classical approach
what are the four major approaches to management theory?
classical, behavioural, quantitative and contemporary
what four management functions describe how a manager does his work
clop plan organize lead and control
involve the mental ability to analyze and generate ideas about abstract and complex situations. These skills help managers see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment.
conceptual
approach) says that organizations are different, face different situations (contingencies), and require different ways of managing.
contingency or situational approac
- The field of study that researches the actions (behaviour) of people at work is called
organizational behavior
ob has the belief that
people are the most important asset of the organization
the best known example of Taylor's scientific management efforts was the
pig iron experiment
they set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities. first step manager does
plannign
ob helped companies devlop
procedurs motivation programs and work teams
that division of labour increased blank by increasing each worker's skill and dexterity, saving time lost in changing tasks and creating labour-saving inventions and machinery
productivity
what are some examples of early managemnt
pyramids, great wall of china, venice
which is the use of quantitative techniques to improve decision making. This approach also is known as management science
quantitative approach
: the use of scientific methods to define the "one best way" for a job to be done.
scientific management
Two major theories comprise the classical approach:
scientific management and general administrative theory
is often described as "doing the right things"—that is, those work activities that will help the organization reach its goals.
effectiveness
organizing for the eexpected
efficiency
refers to getting the most output from the least amount of inputs
efficiency
The Gilbreths also devised a classification scheme to label 17 basic hand motions (such as search, grasp, hold), which they called
therbligs
what three things make up an organization
they have a distinct purpose, they are composed of people, and they develop a deliberate structure within which members do their work
involve the ability to work well with other people, both individually and in a group. Because managers deal directly with people, this skill is crucial for managers at all levels
human skills
was a German sociologist who studied organizations.6 Writing in the early 1900s, he developed a theory of authority structures and relations based on an ideal type of organization he called a bureaucracy
max weber
what theory became the structural design for many of todays large organizations
max webers
a that recorded a worker's hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. developed by the gilbreths
microchronometer
Middle managers manage the work of first-line managers and can be found between the lowest and top levels of the organization. They may have titles such as regional manager, project leader, store manager, or division manager
middle managers
- The quantitative approach evolved from mathematical and statistical solutions developed for
millitary problems in ww2
what are the three informational roles
monitor disseminator and spokesp[erson
third step Every organization has people, and a manager's job is to work with and through people to accomplish goals. This is the
leading
what are some examples of quantitative management
linear program, work schedulion
managerial roles refers to specific actions or behaviours expected of and exhibited by a manager.
managerial roles
- The first reason managers are important is because organizations need their
managerial skills and abilities more than ever in uncertain, complex, and chaotic time
is coordinating work activities with and through other people so that the activities are completed efficiently and effectively
managment
being adaptable means
bein proactive
who founded modern management and when
1911 frederick winslow
Being flexible means
REACTING TO EVENTS
how many workers did it take to build the pyramid and how long did it take to make one
100 thousand and 20 yrs
taylors 4 scientific management principles
1. Develop a science for each element of an individual's work to replace the old rule-of-thumb method. 2. Scientifically select and then train, teach, and develop the worker. 3. Heartily cooperate with the workers to ensure that all work is done in accordance with the principles of the science that has been developed. 4. Divide work and responsibility almost equally between management and workers. Management does all work for which it is better suited than the workers.
fayols 14 principals of mngmnt
1. Division of work. Specialization increases output by making employees more efficient. 2. Authority. Managers must be able to give orders, and authority gives them this right. 3. Discipline. Employees must obey and respect the rules that govern the organization. 4. Unity of command. Every employee should receive orders from only one superior. 5. Unity of direction. The organization should have a single plan of action to guide managers and workers. 6. Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole. 7. Remuneration. Workers must be paid a fair wage for their services. 8. Centralization. This term refers to the degree to which subordinates are involved in decision making. 9. Scalar chain. The line of authority from top management to the lowest ranks is the scalar chain. 10. Order. People and materials should be in the right place at the right time. 11. Equity. Managers should be kind and fair to their subordinates. 12. Stability of tenure of personnel. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies. 13. Initiative. Employees allowed to originate and carry out plans will exert high levels of effort. 14. Esprit de corps. Promoting team spirit will build harmony and unity within the organization.
what are the 6 points of quality management
1. Intense focus on the customer. The customer includes outsiders who buy the organization's products or services and internal customers who interact with and serve others in the organization. 2. Concern for continual improvement. Quality management is a commitment to never being satisfied. "Very good" is not good enough. Quality can always be improved. 3. Process focused. Quality management focuses on work processes as the quality of goods and services is continually improved. 4. Improvement in the quality of everything the organization does. This relates to the final product, how the organization handles deliveries, how rapidly it responds to complaints, how politely the phones are answered, and the like. 5. Accurate measurement. Quality management uses statistical techniques to measure every critical variable in the organization's operations. These are compared against standards to identify problems, trace them to their roots, and eliminate their causes. 6. Empowerment of employees. Quality management involves the people on the line in the improvement process. Teams are widely used in quality management programs as empowerment vehi Whole Foods, this quantitative technique has translated into strong sales at its Manhattan stores.
what are the 3 different types of management and there hiearchy
3, front line managers 2 middle mangers 1 top manager
What exactly does the quantitative approach do?
It involves applying statistics, optimization models, information models, computer simulations, and other quantitative techniques to management activities
is a management philosophy devoted to continual improvement and responding to customer needs and expectations
Total quality management, or TQM
what are some examples of scientific management used today
When managers analyze the basic work tasks that must be performed, use time-and-motion study to eliminate wasted motions, hire the best-qualified workers for a job, or design incentive systems based on output
someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
a manager
job is not about personal achievement—it's about helping others do their work and achieve
a managers job
organizing to anticipate new problems, trends and opportunities
adaptability
creates a set of skills, processes, and a culture that enable it to continuously look for new problems and offer solutions before the clients even realize they have a need
adaptable
why did they develop it
b/c japan was beating the us in terms of quality of goods,
has largely shaped how today's organizations are managed. From the way managers design jobs to the way they work with employee teams to the way they communicate
behavioral approach
frank gilbreath is known for what
bricklaying experiments
final step After goals and plans are set (planning), tasks and structural arrangements are put in place (organizing), and people are hired, trained, and motivated (leading), there has to be an evaluation of whether things are going as planned
controlling
how has increased competitiveness impact the work place 4 points
customer service innovation globalization, efficiency/productivity
involve making significant choices that affect the organization
decisional roles
that is, breaking down jobs into narrow and repetitive tasks.
division of labour (or job specialization)
The four decisional roles include
entrepreneur, disturbance handler, resource allocator, and negotiator.
attention was directed at the activities of all managers. He wrote from his personal experience as the managing director of a large French coal-mining firm.
fayol
what are the three interpersonal roles
figurehead leader liaison
The quantitative approach contributes directly to management decision cles for
finding and solving problems
manage the work of nonmanagerial employees who typically are involved with producing the organization's products or servicing the organization's customers. These managers often have titles such as supervisors or even shift managers, district managers, department managers, or office managers
first line or front line managers
organizing to cope with the unexpecvted
flexibility
blank approach still represents the most useful way of conceptualizing the manager's job.
functions approach
what 3 things catergorize what mangers do
functions roles skills
the application of typical elements of game playing (e.g. point scoring, competition with others, rules of play) to other areas of activity, typically as an online marketing technique to encourage engagement with a product or service.
gamification
focused more on what managers do and what constituted good management practice
general administrative theory
- Another reason why managers are important to organizations is because they're critical
getting things done
in the modern world managers have to face what challenges
global economic and political uncertainties, changing workplaces, ethical issues, security threats, and changing technology
a series of studies conducted at the Western Electric Company Works in Cicero, Illinois. These studies, which started in 1924, were initially designed by Western Electric industrial engineers as a scientific management experiment
hawthorne studies
involve receiving, collecting, and disseminating information.
informational role
involve working with people (subordinates and persons outside the organization) or performing duties that are ceremonial and symbolic in nature
interpersonal roles
managers focus on the question of
is this marketable
he primary value of the contingency approach is that
it stresses there are no simplistic or universal rules for managers to follow.
a deliberate arrangement of people to accomplish some specific purpose.
organization
what are some examples of contingency variables
organization size routineness of task technology environmental uncertainty individual differences
2nd step Managers are also responsible for arranging and structuring work that employees do to accomplish the organization's goals. We call this function
organizing
when managers make budgeting, queuing, scheduling, quality control, and similar decisions, they typically rely on
quantitative methods
how has the increased emphasis on organizational and managerial ethic affect the workplace?4
redefined values, revuilding trust, increased accountability and sustainabilioty
how has changing security threats affected thwe work place 7
risk management, uncertainty over future energy sources/prices, restructured workplace, discrimination concerns, globalization concerns, employee assistance, uncertainty over economic climate
how has changing technologoy (digitzation) changed the work place 7 points
shifting organizational boundaries, virtual workplaces, more mobile workforce, flexible work arrangements, empowerd employees, work life personal life ballance, social media chllanges
as a company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies
sustainability
what are the two contemporary management perspectives?
system and contingency
a basic theory in the physical sciences, but it had never been applied to organized human efforts
systems theory
who is known as the father of modern maangement
taylor
Taylor worked at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers' inefficiencies.
taylore
include knowledge of and expertise in a certain specialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of management s
technical skills
who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
top managers
the idea that all organizations need some form of management
unversality of management
who developed the quality management programs
w edwards demning and joseph m juran
Using game-like software that can meticulously track
worker productivity, some workplaces are turning to "games" to hire, monitor, motivate, and manage employees.