chapter 2: The Evolution of management thought – Flashcards
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Job socialization-
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different workers specialize in specific tasks to increase efficiency
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F.W. Taylor and scientific Management
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the systematic study of relationship between people and tasks in order to redesign the work to increase efficiency
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The Gilberths
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refined Taylor's analysis of work movements
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Administrative Management
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The process of creating an organizational structure that improves efficiency and effectiveness. 1. Authority- the power to hold workers accountable for their actions and to decide how to use the organization's resources 2. Weber believed that mangers must make it clear "who reports to whom for what." 3.Rules- formal, written instructions that specify actions to be taken
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Authority-
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the power to hold workers accountable for their actions and to decide how to use the organization's resources.
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Weber
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believed that mangers must make it clear "who reports to whom for what.
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Rules-
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formal, written instructions that specify actions to be taken
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Standard operating procedures (sop)
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written instructions that explain how to perform a task
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1. Division of labor- (Fayol's 14 principles of management)
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allowing workers to specialize tasks
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2. Authority and responsibility- (Fayol's 14 principles of management)
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managers have the right to give orders and to expect obedience
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3. Unity of command- (Fayol's 14 principles of management)
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a worker should receive orders from only one superior
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4. Line of authority- (Fayol's 14 principles of management)
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the chain of command within the organization
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5. Centralization- (Fayol's 14 principles of management)
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where authority is concentrated organization
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6. Unity of direction- (Fayol's 14 principles of management)
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workers should all follow a single plan of action
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7. Equity- (Fayol's 14 principles of management)
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treating all workers with justice and respect
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8. Order- (Fayol's 14 principles of management)
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arranging jobs to permit efficiency
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9. Initiative- (Fayol's 14 principles of management)
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allowing workers to be creative and innovative in their work
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10. Disipline- (Fayol's 14 principles of management)
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managers need to create workers that strive accomplish the organization's goals
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11. Remuneration of personnel (Fayol's 14 principles of management)
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an equitable system of rewarding employees
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12. Stability of tenure of personnel (Fayol's 14 principles of management)
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the need to keep employees for a long time to take advantage of their skills and knowledge
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13. Subordination of individual interests to the common interest- (Fayol's 14 principles of management)
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workers need to understand how their behavior affects the performance of the organization
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14.Esprit de corps- (Fayol's 14 principles of management)
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shared feelings of comradeship and enthusiasm
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Behavioral Management Theory
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The study of how managers should act to motivate workers to perform at high levels
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A. Mary Parker Follett- (Behavioral Management Theory)
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felt that Taylor had ignored the human side of the organization
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B. The Hawthorne studies- (Behavioral Management Theory)
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productivity of workers increased when lighting was both better and worse suggesting that workers were affected by their attitudes toward their managers
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C. Theory X and Theory Y: Douglas McGregor
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1. Theory X- assumes that workers are lazy, dislike work, and will try to do as little work as possible 2.Theory Y-assumes that workers are not lazy, do not dislike work, and will do what is good for the organization
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Management Science Theory
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To use quantitative techniques to maximiztione use of resources (operations management (TQM), and management information systems (MIS)
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Organizational Environment Theory
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The forces the operate of the organization and affect a manager's ability to use resources
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A. The open-systems views- (Organizational Environment Theory)
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converts resources from the external environment into goods that are sent back to the external environment
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B. Contingency theory (Organizational Environment Theory)
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assumes that there is no one best way to organize
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A. Mechanistic structure- (Mechanistic and organic structures)-
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a vertical hierarchy of authority is used to control workers' behavior
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B. Organic structure- (Mechanistic and organic structures)-
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authority is decentralized so that managers and workers can react quickly to changing conditions
