Management Theory and Practice BMGT 3340 Chap 2

Fayol's Fourteen Principles of Management 1.) Division of work

Increase production by dividing work so that each worker completes smaller tasks or job elements.

Gantt Chart

Indicates what tasks must be completed at which times in order to complete a project

Operations Management Oldsmobile Motor Work -

Invented just-in-time inventory systems

Fayol's Fourteen Principles of Management 11.) Equity

Kind, fair, and just treatment for all will develop devotion and loyalty. This does not exclude discipline, if warranted, and consideration of the broader general interests of the organization.

Fayol's Fourteen Principles of Management 12.) Stability of tenure of personnel

Low turnover, meaning a stable work force with high tenure, benefits an organization by improving performance, lowering costs, and giving employees, especially managers, time to learn their jobs.

Systems Management Synergy-

Occurs when subsystems can produce more than they can working apart.

Fayol's Fourteen Principles of Management 5.) Unity of direction

One person and one plan should be used in deciding the activities to be carried out to accomplish each organizational objective.

Fayol's Four Management Functions

Planning- determining organizationals goals and means of achieving them. Organizing- deciding where decisions will be made, who will do jobs and tasks and who will work for whom. Leading/Commanding- inspiring and motivating workers to achieve org's goals. Controlling- monitoring progress toward goal achievement and taking corrective action when needed.

Human Relations Management Elton Mayo

Played a significant role in Hawthorne Studies

Operations Management Eli Whitney -

Private gun contractor. Introduced the concept of manufacturing using standardized, interchangeable parts

Bureaucratic Management Max Weber

Proposed the idea of bureaucracy.

Taylor's 4 Principles of Scientific Management, Principle 2

Scientifically select and then train, teach, and develop the workman, whereas in the past, he chose his own work and trained himself as best he could.

Systems Management System-

Set of interrelated elements or parts that function as a whole

Systems Management Subsystem-

Smaller systems that operate within the context of a larger system

Human Relations Management Chester Barnard Organization:

System of consciously coordinated activities or forces created by two or more people

Taylor's 4 Principles of Scientific Management, Principle 4

There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all the work for which they are better fitted than the workmen, while in the past, almost all of the work and the greater part of the responsibility were thrown upon the men.

Scientific Management

Thoroughly studying and testing different work methods. Identifies the best, most efficient way to complete a job

Fayol's Fourteen Principles of Management 4.) Unity of command

To avoid confusion and conflict, each employee should report to and receive orders from just one boss.

Fayol's Fourteen Principles of Management 10.) Order

To avoid confusion and conflict, order can be obtained by having a place for everyone and having everyone in his or her place; in other words, there should be no overlapping responsibilities.

Human Relations Management • Mary Parker Follett Compromise-

an approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict.

Human Relations Management • Mary Parker Follett Integrative Conflict Resolution-

an approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets the needs of both

Human Relations Management • Mary Parker Follett Domination-

an approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives.

Frederick W. Taylor Soldiering

when workers deliberately slow their pace or restrict their work output.

Human Relations Management Chester Barnard

• Proposed a comprehensive theory of cooperation in formal organizations.

Fayol's Fourteen Principles of Management 8.) Centralization

Avoid too much centralization or decentralization. Strike a balance depending on the circumstances and employees involved.

Fayol's Fourteen Principles of Management 13.) Initiative

Because it is a "great source of strength for business," managers should encourage the development of initiative, or the ability to develop and implement a plan, in others.

Administrative Management: Henri Fayol

Best known for developing five functions of managers and fourteen principles of management, as well as for his belief that management can and should be taught to others.

Motion Study by Frank and Lillian Gilbreth

Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive

Fayol's Fourteen Principles of Management 3.) Discipline

Clearly defined rules and procedures are needed at all organizational levels to ensure order and proper behavior.

Systems Management Types of systems-

Closed systems: Sustain themselves without interacting with their environments. Open systems: Sustain themselves only by interacting with their environments

Fayol's Fourteen Principles of Management 7.) Remuneration

Compensation should be fair and satisfactory to both the employees and the organization; that is, don't overpay or underpay employees.

Taylor's 4 Principles of Scientific Management, Principle 1

Develop a science for each element of a man's work, which replaces the old rule-of-thumb method.

Fayol's Fourteen Principles of Management 14.) Esprit de corps

Develop a strong sense of morale and unity among workers that encourages coordination of efforts.

Henry Gantt

Developed Gantt chart.

Frank and Lillian Gilbreth

Employed motion study to simplify work and improve productivity.

Fayol's Fourteen Principles of Management 6.) Subordination of individual interests to the general interests

Employees must put the organization's interests and goals before their own.

Bureaucracy

Exercise of control on the basis of knowledge, expertise, or experience.

Operations Management Gaspard Monge -

Explained techniques for drawing three-dimensional objects on paper

Frederick W. Taylor

Father of scientific management • Developed four principles of scientific management. • Introduced the Time study: Time taken by good workers to complete each part of their jobs

Scientific management

Frederick W. Taylor - Time study Frank and Lillian Gilbreth- Motion study Henry Gantt - Gantt chart

Fayol's Fourteen Principles of Management 9.) Scalar chain

From the top to the bottom of an organization, each position is part of a vertical chain of authority in which each worker reports to just one boss. For the sake of simplicity, communication outside normal work groups or departments should follow the vertical chain of authority.

Taylor's 4 Principles of Scientific Management, Principle 3

Heartily cooperate with the men so as to ensure all of the work being done is in accordance with the principles of the science that has been developed.

Characterized elements of bureaucracies

- Qualification based hiring and Merit-based promotion - Chain of command and Division of labor - Impartial application of Rules and procedures - Records in writing - Managers separate from owners

Contingency Management Contingency approach-

-Holds that there are no universal management theories. -Effective management theory depends on the kinds of problems that managers are facing at a particular time and place

Information Management

-Paper and printing press revolutionized the business use of information -Typewriters and personal computers enabled easier and faster production of business correspondence -Telegraph, telephone, and the Internet increased access to timely information

Rate Buster

A group member whose work pace is faster than the normal pace in his/her group.

Fayol's Fourteen Principles of Management 2.) Authority and responsibility

A manager's authority, which is the "right to give orders," should be commensurate with the manager's responsibility. However, organizations should enact controls to prevent managers from abusing their authority.