Exam 1, Chapter 2

Max Weber

German sociologist and philosopher believed that a bureaucracy was a rational, efficient, ideal organization based on the principles of logic his work had an important influence on the structure of large corporations

total quality management

comprehensive approach dedicated to continuous quality improvement, training, and customer satisfaction W. Edwards Deming and Joseph M. Juran

what did Abraham Maslow do

proposed Hierarch of Needs more job satisfaction=greater work performance

who was involved in scientific management and administrative management

scientific management: Frederick W. Taylor and Frank and Lillian Gilbreth administrative management: Henri Fayol and Max Weber

early behaviorism: Mary Parker Follett

a social worker and social philosopher, she made very important contributions to the fields of civil and sociology integration: worker is wise, part of management (sharing among employees and managers): thought organizations should become more democratic/working cooperatively

who was involved in early behaviorists and human relations movement

early behaviorists: Hugo Munsterberg, Mary Parker Follett, and Elton Mayo human relations movement: Abraham Maslow and Douglas McGregory

what was the Hawthorne Studies originally trying to study

effect of lighting levels on worker productivity

problem with the classical viewpoint

too mechanistic: tends to view humans as cogs within a machine, not taking into account the importance of human needs

2 overarching perspectives

historical perspective (Industrial Revolution) contemporary perspective

why is the classical viewpoint important

1 .work activity was amenable to a rational approach 2. through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity 3. it led to later innovations such as management by objectives and goal setting

rate system

more efficient workers earned higher wages

criticisms of behavioral

1. happy workers aren't good workers always 2. requires dynamic organization (product and social change) 3. focus is worker and external customer, society (not manager or organization)

why was Elton Mayo important

drew attention to the importance of the "social man" and ho managers using good human relations could improve worker productivity=human relations movement

what were classical views known as

known as the right way and standards to measure and expect

quality control

strategy for minimizing errors by hanging each state of production Walter Shewan

the 3 viewpoints in the historical perspective

1. classical viewpoint (1911-1947) 2. behavioral viewpoint (1913-1950s) 3. quantitative viewpoint (1940s-1950s)

classical view of workers

1. unwise 2. separate from management 3. replaceable (not sustainable)

Max Weber's 5 positive bureaucratic features that better-performing organizations should have

1. a well-defined hierarchy of authority (not just anyone) 2. formal rules and procedures (many and written vs. none and spoken) 3. a clear division of labor (specialization vs. general) 4. impersonality (fair and consistent vs. unjust and inconsistent) 5. careers based on merit (reward-based)

The Gilbreths and motion studies

1. applied some ideas for improving efficiency to raising their 12 children 2. identified 17 basic motions and applied them to work processes (bricklaying i.e.) to determine whether the tasks could be done more efficiently 3. demonstrated they could eliminate motions while reducing fatigue for some workers

3 phases of the behavioral viewpoint

1. early behaviorism 2. human relations movement: proposed better human relations could increase worker productivity (a happy worker is a good worker) 3. behavioral science approach: relies on scientific research for developing theory to provide practical management tools

Frederick Taylor's 4 principles of scientific management (concerned with the job of the individual)

1. evaluate a task by scientifically studying each part of the task 2. carefully select workers with the right abilities for the task 3. give workers the training and incentives to do the task with the proper work methods 4. use scientific principles to plan the work methods and ease the way for workers to do their jobs

2 components to the quantitative viewpoint

1. management science (OR): focuses on using mathematics to aid in problem solving and decision making (stresses the use of science-based techniques and mat models to improve decision making/strategic planning) 2. operations management: focuses on managing the production and delivery of an organization's products or services more effectively (concerned with work scheduling, production planning, facilities location and design, and optimum inventory levels): helps ensure that business operations are effective-efficient

criticisms of classical viewpoint

1. neglected human elements (psychology of work) 2. required static organization (no product/social change) 3. focus is internal organization, not customer/society

3 things that Mary Parker Follett believed

1. organizations should be operated as communities 2. conflicts should be resolved by managers and workers talking over differences and finding solutions that would satisfy both parties 3. the work process should be controlled by workers with relevant knowledge; managers are facilitators

steps in Maslow's hierarchy of needs

1. physiological need: the most basic human physical need: food, clothing, shelter, comfort, self-preservation 2. safety need: need for physical safety, emotional security, avoidance of violence 3. love need: need for love, friendships affection 4. esteem need: need for self-respect, status, reputation, recognition, self-confidence 5. self-actualization need: the highest level need: need for self-fulfillment: increasing competence, using abilities to the fullest (meaning and purpose)

workplace examples of each step in hierarchy of needs

1. physiological need: wages 2. safety need: health insurance, job security, work safety rules, pension plans 3. love need: office parties, company softball teams, management retreats 4. esteem need: bonuses, promotions, and awards 5. self-actualization need: sabbatical leave to further personal growth

2 components to the classical viewpoint

1. scientific management: emphasized scientific study of work methods to improve productivity of individual workers 2. administrative management: concerned with managing the total organization

Taylor's principles of scientific management

1. scientifically study each part of the task 2. carefully select workers with the right abilities 3. give workers the training and incentives to do the task properly 4. use scientific principles to plan the work methods do 1 job, do it well and efficient (mass production from Henry Ford's Black Model T's)

3 things that Hugo Munsterberg suggested that could contribute to the industry

1. study jobs and determine which people are best suited to specific jobs 2. identify the psychological conditions under which employees do their best work 3. devise management strategies to influence employees to follow management's interests

6 good reasons for studying theoretical perspectives

1. understanding of the present (what's happening and why): understanding history will help you understand why some practices are still favored whether for right or wrong reasons 2. guide to action: good theories help you make predictions and enable you to develop a set of principles that'll guide your actions 3. source of new ideas: for new situations 4. clues to meaning of outside events: understand outside of the organization that could effect it or you 5. clues to meaning of your manager's decisions 6. producing positive results: understand why certain management practices have been so successful for so many firms

behavioral view of worker

1. wise 2. part of management 3. sustainable (not everyday replaceable) and require esteem, self-actualization

quantitative viewpoint/management

applies quantitative techniques to management (statistics and computer simulations)

why was Hugo Munsterberg important

because his ideas led to the field of industrial psychology

contributions and focus of scientific management

contribution 1: time, motion standards contribution 2: measures of productivity focus: efficient methods of production most important to success

behavioral viewpoint

emphasis on importance of understanding human behavior and motivating and encouraging employees toward achievement people are emotional, unpredictable art supportive many ways are right, work groups, incentive is non-monetary, integrate workers and managers, worker/customer focus, dynamic, many products (customization), worker satisfaction/people, pull, supportive=ask, wants

classical viewpoint

emphasis on ways to manage work more efficiently people are rational/predictable scientific supportive one right way, work alone, incentive is money, separate workers vs. manager, organization is manager focus, static, 1 product is mass produced, economies of scale, machines (cheaper the more you sell), push, directive=tell, needs

the contingency viewpoint

emphasizes that a manager's approach should vary according to the individual and environmental situation

Hawthorne Effect

employees worked harder if they received added attention, and thought that managers cared about their welfare and that supervisors paid special attention to them workers respond to management attention with higher productivity

Frederick Taylor

father of scientific management believed managers could eliminate soldiering by applying 4 principles of science

quality assurance

focuses on the performance of workers, urging employees to strive for zero defects

Henri Fayol

french engineer and industrialist first to identify the major functions of management: planning, organizing, leading, controlling, coordinating first to systematize management behavior

why was Douglas McGregor important

helps managers understand how their beliefs affect their behavior (Theory X managers micromanage)

why was the classical viewpoint important and what did it lead to

important because the essence of it was that work activity was amendable to a rational approach, that through application of scientific methods, time/motion studies, and job specialization, it was possible to boost productivity led to such innovations as management by objectives and goal setting

early behaviorism: Elton Mayo

in the late 1920s, Mayo led a Harvard research group to conduct worker productivity studies at Western Electric's Hawthorne (Chicago) plant Hawthorne Effect

what ideas did Peter Drucker introduce

introduced several ideas that now underlie the organization and practice of management: 1. that workers should be treated as assets 2. that the corporation could be considered a human community 3. that there's no business without a customer 4. that institutionalized management practices are preferable to charismatic cult leaders

the disciplines of behavioral science

psychology, sociology, anthropology, and economics

the systems viewpoint

regards the organization as systems of interrelated parts that operate together to achieve a common purpose

why was Mary Parker Follett important

she anticipated today's self-managed teams, worker empowerment, and interdepartmental teams: members of different departments working together on joint projects

what kind of studies did Frederick Taylor conduct

system on motion studies: he broke down each worker's job and then trained workers to use the methods of their best performing workers suggested that employers use a differential rate system

Peter Drucker and what what his most important idea

the creator and inventor of modern management proposed the important idea that management was one of the major social innovations of the 20th century and should be treated as a profession

soldiering

the deliberately working at less than full capacity (Frederick Taylor termed this)

early behaviorism: Hugo Munsterberg

the first application of psychology to the industry: known as the father of industrial psychology management is influence, not control (think of people)

industrial psychology

the study of human behavior on work places

the contemporary perspective

the systems viewpoint, the contingency viewpoint, and the quality-management viewpoint 1960s-the present between behavioral and classical: push and pull, mass customization, and good for organization and customer option module; self assemblies

Douglas McGregor: Theory x vs. Theory y

theory x: represents a pessimistic, negative view of workers (irresponsible, resistant to change, lack ambition, hate work, and want to be led): stick approach that people hate work: hitting a horse with the stick to go theory y: represents an optimistic, positive view of workers: workers are considered capable of accepting responsibility, self-direction, self control and being creative (carrot approach;people like work: ongoing reward)

the quality-management viewpoint: 3 approaches

total quality management quality assurance quality control

what was operations research (OR Technique) was for and what did it involve into

used after the war to make better management decisions and evolved into quantitative management