Ch 2- Flash cards

1- scientific 2-adminsitrative 3-beurocratic

People consider their opportunities rationally and do whatever is necessary to achieve the greatest personal and monetary gain.

Frederick Taylor

he believed that people needed to maximize productivity; reduce inefficiency and low performance. Reduce uneccesary motions to save time and money

A four step approach: 1- to develop a science that includes the rules of motion, standardized work implements, and proper working conditions for every job. 2- carefully select workers with the right abilities for the job 3- carefully train workers and give incentives through "science" 4- support workers by planning their tasks and helping complete them

motion study

Henri Fayol

he presented 5 rules/duties of management: 1- foresight- to complete a plan of action for the future 2-Coordination-ability to fit diverse methods to make sure people are working well together 3-organization- to provide and mobilize resources to implement the plan made 4- command, select, lead, evaluate workers to the plan you made. 5- control- to make sure things happen according to plan and to take necessary corrective action

that managers could be taught

Weber

That beurocracy is an ideal, intentional and efficient form or organization. it is a structure founded on logic, order, and legitimate authority

1- clear division of labour- Jobs well defined and workers highly skilled at performing them 2- Clear hierarchy of authority- each positions responsibilities are well defined and they each report to a higher manager. 3- Formal rules and procedures- written guidelines and documentations 4-Impersonality- to make things more fair. no one receiving preferential treatment 5- careers based on merit= workers selected and promoted on ability, competency.

1- hawthorne studies 2- organizations as communities 3- theory of human needs 4-persnonality and organization 5- theory x and y

Behavioral approaches

Follet

• too much hierarchy is bad- people should be working together without one party heavily dominating the other.
• called for respect of workers experience and knowledge-
• managers role to encourage people to work together and cooperate.

google

work behaviour is influenced by social and psychological factors and human relations. .

Maslow

the tendency of workers singled out for special attnention to perform well or better than anticipated because of expectations created.

1- physiological= food, water, physical wellbeing, etc 2- safety needs= security, protection, stability 3-social needs= need for love, affection, sense of belongingess in relationships. 4- esteem= to be respected and recognized by others 5-self- actualization- need for self fulfillment

• people will act to satisfy their needs in order from bottom up
• managers can work to fullfill people needs in order to get more productivity

Mcgregor

managers X sees their workers as lazy and unmotivated and irresponsible Managers Y see their workers as self controlled, willing to work, responsible. a call to shift managerial perspectives from X to Y- for managers create self-fulfilling prophecies depending on the theory they believe in.

Argyris

that a manager who treats his empolyees as responsible adult will achieve the highest productivity

Shopify; allows for individualistic creative and professional expression

1- use of quantitaitve analysis and tools 2- a systems view of organizations 3- contingency thinking 4- commitment to quality management 5-the importance of evidence-based management

that when a problem is encountered, it should be systematically analyzed.

• mathematical techniques are to be applied -optimal solution to be identified
• using analytics to systematically arrange large data, and then make decisions based on those problems.

as sytems with interrelated parts and subsystems. organizations function as an open system: continually taking in inputs and producing outputs.

to be able to work together towards a common goal and increase productivity.

says that there is no one best way to manage in a circumstance'

• different circumstances must be matched with different opportunities specific to dif people and settings.

Edwards deming

• meeting clients needs the first time around
• comitment to quality and continuous improvement
• critical to never be satisfied

pfeffer and sutton

are we being too quick to accept results of studies? Do things lack evidence?

hard facts, evidence, practitioner expertise/judgement, local context, research, etc

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