Podcast
Questions and Answers
Fayol’s principle of ______ states that specialization builds expertise and makes individuals more productive.
Fayol’s principle of ______ states that specialization builds expertise and makes individuals more productive.
Division of Work
According to Fayol, the right to issue commands and assume responsibility for their execution is known as ______.
According to Fayol, the right to issue commands and assume responsibility for their execution is known as ______.
Authority
The principle of ______ emphasizes that each worker should have only one boss to avoid conflicting orders.
The principle of ______ emphasizes that each worker should have only one boss to avoid conflicting orders.
Unity of Command
Fayol pointed out that ______ are important motivators, but there is no perfect system for them.
Fayol pointed out that ______ are important motivators, but there is no perfect system for them.
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Maintaining a balance between ______ and decentralization is crucial depending on the organization’s needs.
Maintaining a balance between ______ and decentralization is crucial depending on the organization’s needs.
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The principle of ______ ensures that an organization has a clear hierarchy of authority.
The principle of ______ ensures that an organization has a clear hierarchy of authority.
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Fayol believes that management must ensure the ______ of individual interests to meet organizational goals.
Fayol believes that management must ensure the ______ of individual interests to meet organizational goals.
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In order to achieve both social order and material order, Fayol emphasizes the importance of ______.
In order to achieve both social order and material order, Fayol emphasizes the importance of ______.
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Classical Organization Theory focuses on managing the whole organization rather than ____.
Classical Organization Theory focuses on managing the whole organization rather than ____.
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Henri Fayol established ____ principles of management.
Henri Fayol established ____ principles of management.
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The right to issue commands and assume responsibility for their execution is referred to as ____.
The right to issue commands and assume responsibility for their execution is referred to as ____.
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Fayol identified five management functions: planning, organizing, ____ , coordinating, controlling.
Fayol identified five management functions: planning, organizing, ____ , coordinating, controlling.
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Unity of Command states that each worker should have only one ____.
Unity of Command states that each worker should have only one ____.
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According to Fayol, division of work leads to increased ____ and productivity.
According to Fayol, division of work leads to increased ____ and productivity.
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Max Weber's theory of ____ is based on a rational set of guidelines for structuring organizations.
Max Weber's theory of ____ is based on a rational set of guidelines for structuring organizations.
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Fayol believed that employees must obey, but management should provide good ____.
Fayol believed that employees must obey, but management should provide good ____.
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Fayol's principle of ______ emphasizes fair treatment for all employees.
Fayol's principle of ______ emphasizes fair treatment for all employees.
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A stable workforce with high ______ benefits an organization by improving performance.
A stable workforce with high ______ benefits an organization by improving performance.
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Encouraging employees to exercise ______ provides a source of strength for the organization.
Encouraging employees to exercise ______ provides a source of strength for the organization.
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Fayol suggested that fostering ______ among employees is crucial for management.
Fayol suggested that fostering ______ among employees is crucial for management.
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Bureaucratic structures help eliminate variability resulting from different managers' skills, experiences, and ______.
Bureaucratic structures help eliminate variability resulting from different managers' skills, experiences, and ______.
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Bureaucracy allows large organizations to perform many routine ______ necessary for their survival.
Bureaucracy allows large organizations to perform many routine ______ necessary for their survival.
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In a bureaucracy, people should be treated in an ______ manner.
In a bureaucracy, people should be treated in an ______ manner.
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According to Fayol, real talent is needed to coordinate effort and encourage ______ among employees.
According to Fayol, real talent is needed to coordinate effort and encourage ______ among employees.
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Henry Laurence Gantt was known for the development of the Gantt-______.
Henry Laurence Gantt was known for the development of the Gantt-______.
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Harrington Emerson was regarded as the "High Priest of ______."
Harrington Emerson was regarded as the "High Priest of ______."
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The Emerson Efficiency system included production routing procedures and standardized working ______.
The Emerson Efficiency system included production routing procedures and standardized working ______.
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Time and ______ studies were key components of the Emerson Efficiency system.
Time and ______ studies were key components of the Emerson Efficiency system.
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The ______ observed the workers in the Bank Wiring Observation Room Program for 7 months.
The ______ observed the workers in the Bank Wiring Observation Room Program for 7 months.
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Henry Ford implemented the assembly ______ to improve production efficiency.
Henry Ford implemented the assembly ______ to improve production efficiency.
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The ______ effect refers to changes in behavior when one is being observed.
The ______ effect refers to changes in behavior when one is being observed.
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The Human Relations Movement emphasized the importance of ______ dynamics in the workplace.
The Human Relations Movement emphasized the importance of ______ dynamics in the workplace.
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Ford's workers were paid a wage of $______ per day.
Ford's workers were paid a wage of $______ per day.
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According to Maslow’s Hierarchy of Needs, workers are motivated by a hierarchy of ______.
According to Maslow’s Hierarchy of Needs, workers are motivated by a hierarchy of ______.
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The focus of Scientific Management was on productivity, output, and ______.
The focus of Scientific Management was on productivity, output, and ______.
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Henry Ford's work was closely associated with mass ______.
Henry Ford's work was closely associated with mass ______.
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Douglas McGregor proposed the concepts of Theory ______ and Theory Y.
Douglas McGregor proposed the concepts of Theory ______ and Theory Y.
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Theory ______ suggests that employees are self-motivated and seek responsibility in their work.
Theory ______ suggests that employees are self-motivated and seek responsibility in their work.
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The Human Relations Movement assumed that a manager's concern for workers leads to increased worker ______.
The Human Relations Movement assumed that a manager's concern for workers leads to increased worker ______.
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Herbert Simon was one of the representatives of the field of ______ Behavior.
Herbert Simon was one of the representatives of the field of ______ Behavior.
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Frank and Lillian ______ are known for their work in time motion studies.
Frank and Lillian ______ are known for their work in time motion studies.
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Elton Mayo is associated with the ______ Relations movement.
Elton Mayo is associated with the ______ Relations movement.
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Henry ______ is known for developing the Gantt chart to improve project management.
Henry ______ is known for developing the Gantt chart to improve project management.
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Douglas ______ is known for his theory of X and Y management styles.
Douglas ______ is known for his theory of X and Y management styles.
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Kurt ______ is a prominent figure in organizational change theory.
Kurt ______ is a prominent figure in organizational change theory.
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The ______ Theory focuses on classical structures in organizations.
The ______ Theory focuses on classical structures in organizations.
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Chester ______ contributed to management theory with his ideas on cooperative systems.
Chester ______ contributed to management theory with his ideas on cooperative systems.
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Max ______ is known for his work in bureaucracy and organizational structure.
Max ______ is known for his work in bureaucracy and organizational structure.
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Study Notes
Management I: Lectures 2 & 3 - Evolution of Management
- The course focuses on how the organizational and managerial focus evolved over time to reach effective and efficient operations.
- It also aims to explain the findings behind modern managerial practices.
- The basic questions of management revolve around increasing organizational performance, effectiveness, and efficiency, and motivating organizational members to improve their performance.
- Key fields of management include planning, organizing, controlling, managing people (motivation, leadership, group behavior, communication), managing work and organization, managing production and operation, managing PO, decision support system, quality management, toolkit in POM.
Evolution of Management Thought
- The evolution of management includes: Origins of Management Thought, The Classical Management Perspective, The Behavioral Management Perspective, The Quantitative Management Perspective, Integrating the major perspectives, and Contemporary Management Challenges.
- Early management pioneers included Robert Owen (focused on human resources and worker welfare), Charles Babbage (focused on production efficiencies through division of labor), and others.
Classical Management Perspective
- Aspects include productivity and organizational performance.
- Scientific Management focused on improving individual worker performance, driven by labor shortages at the start of the 20th century.
- Four principles: developing scientific approaches for work, scientifically selecting, training, and developing workers, cooperating with workers to ensure job-plan alignment, and ensuring appropriate division of labor.
- Key figures: Frederick Taylor (replaced old work methods with scientific ones, eliminating "soldiering" and using time studies), Frank and Lillian Gilbreth (motion study techniques for eliminating inefficiency), Henry Gantt (Gantt charts for project management), Harrington Emerson (efficiency systems), and Henry Ford (mass production, assembly line, $5 daily wage, 8-hour workday).
- Classical Organization Theory (Administrative Management) focused on managing the entire organization, not individuals.
- Key figures: Henri Fayol, Max Weber, James Mooney, and Max Weber.
Classical Organization Theory
- Emphasized the perspective of senior managers.
- Key functions: planning, organizing, commanding, coordinating, and controlling.
- Key principles: division of labor, authority, discipline, unity of command, unity of direction, subordination of individual interests to the general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps.
Scientific Management - Taylor
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Replaced old work methods with scientifically-based ones, eliminating "soldiering".
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Used time studies, standards planning, exception rule of management, slide-rules, instruction cards, and piece-work pay systems.
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Focused on worker selection, training, and development to improve efficiency.
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Key steps in Scientific Management (Taylor): Developing a science for each element of the job replacing old rule-of-thumb methods, scientifically selecting, training, and developing workers to do the job described, supervising workers to ensure they follow the prescribed methods, and continuing planning the work, but using workers to actually do the work
Scientific Management - Frank & Lillian Gilbreth
- Developed motion study and techniques to eliminate inefficiency.
- Frank Gilbreth reduced the number of movements in bricklaying, resulting in a 200% increase in output.
- Lillian Gilbreth made substantive contributions to industrial psychology and personnel management.
Scientific Management - Henry Gantt
- Introduced Gantt charts, a scheduling tool for projects.
Scientific Management - Harrington Emerson
- Implemented efficiency systems in companies, improving production routing, standardized conditions, time and motion studies, bonus plans, and raising worker wages accordingly.
Scientific Management - Henry Ford
- Focused on mass production, assembly lines, standardized products, $5 daily wage, and 8-hour workdays to increase productivity.
Fayol's 14 principles of Management.
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Key functions: planning, organizing, commanding, coordinating, and controlling,
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Key principles: division of labor, authority, discipline, unity of command, unity of direction, subordination of individual interests to the general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps.
Behavioral Management Perspective
- Emphasized individual attitudes, behaviors, and group processes within workplaces.
- Key figures: Mary Parker Follett (focused on human behavior within workplaces and self-managed groups), Elton Mayo (Hawthorne Studies, confirming that worker behavior is impacted by social conditions), and others.
The Hawthorne Studies
- Conducted at Western Electric by Elton Mayo and associates from 1924/27 to 1932.
- Investigated the effects of workplace lighting on worker output.
- Revealed the importance of human behavior in workplace output and efficiency
Human Relations Movement
- The manager's concern for workers leads to increased worker satisfaction.
- Psychological and social aspects influence productivity
Maslow's Hierarchy of Needs
- Employees are motivated by a hierarchy of needs, beginning with basic physiological needs and progressing to self-actualization.
Organizational Behavior
- Studied management activities to promote employee effectiveness.
- Explored the complex nature of individual, group, and organizational processes.
- Key figures: Douglas McGregor (identified Theory X and Theory Y), Kurt Lewin, Chester Barnard, and Herbert Simon.
Quantitative Management Perspective
- Emerged during World War II to manage logistical problems.
- Focused on decision-making, economic effectiveness, mathematical models, and computers to solve quantitative problems.
- Utilized operations management and the field of “management science” (uses mathematical models/analysis to make the best decisions).
Integrating the Major Perspectives
- Emphasizes the importance of incorporating elements from various perspectives for effective management.
- The Systems Perspective (Open Systems): Views the organization as an interrelated system of elements functioning as a whole, with inputs being processes and outputs being released into the environment. Understanding of environmental influences.
- The Contingency Perspective: Recognizes that appropriate management behaviors depend on the specifics of the situation in the organization — this is unique to each specific organization.
Contemporary Management Challenges
- Acute labor shortages in high-tech sectors and an oversupply of less skilled labor.
- Increasing diversity and globalization of the workforce.
- Need for creating challenging and flexible work environments.
- Effects of information technology on work processes.
- Increasing globalization of product and service markets.
- Importance of ethics and social responsibility.
- Shift to a service-based economy.
- Impact of the coronavirus pandemic on management practices.
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Description
Explore the key principles of management established by Henri Fayol. This quiz covers various concepts such as specialization, authority, and the importance of having a clear hierarchy within organizations. Test your knowledge on classical organization theory and its application in management practices.
