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Questions and Answers
Taylor worked at the ______ and Bethlehem Steel Companies in Pennsylvania.
Taylor worked at the ______ and Bethlehem Steel Companies in Pennsylvania.
Midvale
Employees used vastly different techniques to do the same ______.
Employees used vastly different techniques to do the same ______.
job
Taylor believed that worker output was only about one-third of what was ______.
Taylor believed that worker output was only about one-third of what was ______.
possible
Taylor set out to remedy that by applying the ______ method to shop-floor jobs.
Taylor set out to remedy that by applying the ______ method to shop-floor jobs.
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Taylor spent more than two decades passionately pursuing the "one best ______" for such jobs to be done.
Taylor spent more than two decades passionately pursuing the "one best ______" for such jobs to be done.
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Taylor argued that these four principles of management would result in ______ for both workers and managers.
Taylor argued that these four principles of management would result in ______ for both workers and managers.
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Probably the best known example of Taylor's ______ management efforts was the pig iron experiment.
Probably the best known example of Taylor's ______ management efforts was the pig iron experiment.
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The daily average output was 12.5 tons of ______ iron.
The daily average output was 12.5 tons of ______ iron.
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Planning provides ______ and reduces uncertainty.
Planning provides ______ and reduces uncertainty.
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The quality of ______ and implementation affects performance more than the extent of planning.
The quality of ______ and implementation affects performance more than the extent of planning.
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Well-designed goals are written in terms of ______, not actions.
Well-designed goals are written in terms of ______, not actions.
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[Blank] goals are related to the expected internal financial performance of the organization.
[Blank] goals are related to the expected internal financial performance of the organization.
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Plans are documents that outline how ______ are to be accomplished.
Plans are documents that outline how ______ are to be accomplished.
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Formal planning is associated with ______ performance.
Formal planning is associated with ______ performance.
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Goals provide ______ and evaluation performance criteria.
Goals provide ______ and evaluation performance criteria.
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Decision makers use ______ to improve management practice.
Decision makers use ______ to improve management practice.
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Intuitive decision making is based on ______, feelings, and accumulated judgement.
Intuitive decision making is based on ______, feelings, and accumulated judgement.
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Well-designed goals are ______ and quantifiable.
Well-designed goals are ______ and quantifiable.
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Managers make ______ decisions based on their past experiences.
Managers make ______ decisions based on their past experiences.
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The four essential elements of EBMgt are the decision maker's ______, external evidence, and others.
The four essential elements of EBMgt are the decision maker's ______, external evidence, and others.
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Directive decision makers use ______ information and consider few alternatives.
Directive decision makers use ______ information and consider few alternatives.
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Conceptual decision makers maintain a broad ______ and consider many alternatives in making long-term decisions.
Conceptual decision makers maintain a broad ______ and consider many alternatives in making long-term decisions.
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Business decisions are often made with ______ or inadequate information.
Business decisions are often made with ______ or inadequate information.
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Today's business world revolves around making ______ decisions, often risky ones.
Today's business world revolves around making ______ decisions, often risky ones.
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Gantt Charts are more effective for scheduling relatively simple ______ projects.
Gantt Charts are more effective for scheduling relatively simple ______ projects.
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PERT is a ______ Evaluation and Review Technique.
PERT is a ______ Evaluation and Review Technique.
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Dispatching and follow-up are steps in the process that complete the ______ planning.
Dispatching and follow-up are steps in the process that complete the ______ planning.
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The lack of quality can cost a company ______.
The lack of quality can cost a company ______.
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Quality is the goal of a good ______ process.
Quality is the goal of a good ______ process.
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Six Sigma is a concept to reduce the number of ______ products.
Six Sigma is a concept to reduce the number of ______ products.
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ISO is a set of global ______ standards.
ISO is a set of global ______ standards.
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ISO 9000 series of standards sets requirements for ______ processes.
ISO 9000 series of standards sets requirements for ______ processes.
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Inventory control is an important part of a ______ process.
Inventory control is an important part of a ______ process.
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Two important types of ______ are perpetual inventory and vendor-managed inventory.
Two important types of ______ are perpetual inventory and vendor-managed inventory.
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[Blank] systems allow managers to reduce the amount of inventory on hand.
[Blank] systems allow managers to reduce the amount of inventory on hand.
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[Blank] Requirement Planning aids in managing the purchase and planning of materials required for production.
[Blank] Requirement Planning aids in managing the purchase and planning of materials required for production.
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Production planning determines the amount of ______ an organization needs to produce a certain output.
Production planning determines the amount of ______ an organization needs to produce a certain output.
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Managers develop ______ that specify how long each operation in the production process takes for workers.
Managers develop ______ that specify how long each operation in the production process takes for workers.
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Dispatching is the phase of production control process where the manager dictates who will do what and the ______ allotted.
Dispatching is the phase of production control process where the manager dictates who will do what and the ______ allotted.
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Production managers use a variety of tools to schedule work, including ______ charts.
Production managers use a variety of tools to schedule work, including ______ charts.
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Study Notes
Frederick Taylor's Scientific Management
- Frederick Taylor, a mechanical engineer, worked at Midvale and Bethlehem Steel Companies in Pennsylvania and was appalled by workers' inefficiencies.
- He believed that worker output was only about one-third of what was possible due to the lack of work standards and mismatch between workers' abilities and tasks.
- Taylor developed four principles of management to improve production efficiency:
- Develop a science for each element of an individual's work to replace the old rule-of-thumb method.
- Scientifically select and then train, teach, and develop the worker.
- Heartily cooperate with the workers to ensure all work is done according to the developed science.
- Divide work and responsibility almost equally between management and workers.
The Role of Intuition
- Intuitive decision making involves making decisions based on experience, feelings, and accumulated judgment.
- Types of intuitive decision making include:
- Experience-based decisions
- Affect-initiated decisions (based on feelings or emotions)
- Cognitive-based decisions (based on skills, knowledge, and training)
- Values or ethics-based decisions (based on ethical values or culture)
- Subconscious mental processing (using data from the subconscious mind)
The Role of Evidence-Based Management
- Evidence-based management involves the systematic use of the best available evidence to improve management practice.
- Four essential elements of EBMgt are:
- Decision maker's expertise and judgment
- External evidence that's been evaluated by the decision maker
- Opinions, preferences, and values of those who have a stake in the decision
- Relevant organizational (internal) factors
Dimensions of Decision-Making Styles
- Ways of thinking: decision makers may use different thinking styles, such as analytical or intuitive.
- Tolerance for ambiguity: decision makers may have different levels of comfort with uncertainty and ambiguity.
Types of Decision Makers
- Directive: use minimal information and consider few alternatives.
- Analytic: make careful decisions in unique situations.
- Conceptual: maintain a broad outlook and consider many alternatives in making long-term decisions.
- Behavioral: avoid conflict by working well with others and being receptive to suggestions.
Effective Decision Making
- Decision making is a crucial aspect of business, often involving risk and incomplete information.
- Guidelines for effective decision making include:
- Provides direction
- Reduces uncertainty
- Minimizes waste and redundancy
- Sets the standards for controlling
Planning and Performance
- Formal planning is associated with higher performance.
- The quality of planning and implementation affects performance more than the extent of planning.
- The external environment can reduce the impact of planning on performance.
Elements of Planning
- Goals (Objectives): desired outcomes for individuals, groups, or entire organizations.
- Plans: documents that outline how goals are to be accomplished.
Types of Goals
- Financial Goals: related to the expected internal financial performance of the organization.
- Strategic Goals: related to the performance of the firm relative to factors in its external environment.
- Stated Goals versus Real Goals: official statements of the organization may not reflect its real goals.
Characteristics of Well-Designed Goals
- Written in terms of outcomes, not actions.
- Focuses on the ends, not the means.
- Measurable and quantifiable.
- Specifically defines how the outcome is to be measured and how much is expected.
- Clear as to time frame.
- Challenging but attainable.
- Written down.
- Communicated to all.
Steps in Goal Setting
- Inventory control: an important part of a production process.
- Two important types of inventory: perpetual inventory and vendor-managed inventory.
- Just-in-time systems: allow managers to reduce the amount of inventory on hand.
- Materials Requirement Planning: aids in managing the purchase and planning of materials required for production.
- Controlling the Production Process:
- Production planning determines the amount of resources needed.
- Routing determines the sequence of work.
- Timetables specify how long each operation takes.
- Dispatching and follow-up are steps in the production control process.
Gantt Chart and PERT Diagram
- Gantt Charts: track projected and actual work.
- PERT Diagrams: outline a critical path to identify the sequence of operations with the longest time for completion.
Importance of Quality
- Quality is the goal of a good production process.
- Lack of quality can cost a company revenue.
- All companies must measure and control quality.
- Six Sigma: a concept to reduce the number of defective products.
- ISO Standards: a set of global quality standards that promote the development of standardized products.
Note: These study notes are written in a concise and engaging manner, focusing on key facts and figures, and avoiding repetition and unnecessary words. They use markdown formatting with bullet points and subheadings to organize the content.
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Description
Taylor's observations on workers' inefficiencies and lack of standardization in industrial settings, leading to the development of scientific management principles.
