1-2 Flashcards
the scientist practitioner model
scientist: conducts research
practitioner: work with organizations
two approaches in order to accomplish the goal of I/O
industrial and organizational
determines the competencies needed to perform a job, staffing the organization with competent employees, and increasing those competencies through training
industrial approach
form an organizational structure and culture that will motivate employees to perform well, provide safe working conditions and result in enjoyable working condition
organizational approach
analyzing jobs, recruiting applicants, selecting employees
personnel field
concerned with leadership concerns, job satisfaction, employee motivation, organizational communication, conflict management
organizational field
interaction between human and machine, workplace design, physical fatigue and stress
human ergonomics
health and safety; prevent hazards
occupational health and safety
the theory of advertising (1903)
walter dill scott
psychology and industrial efficiency (1910)
hugo munsterberg
increasing human efficiency in business (1911)
walter dill scott
hawthorne studies (1930)
Elton Mayo: employees became more productive because they are being studied
coordinated grp of ppl who perform tasks to produce goods or services. aka. company
organization
a set of propositions that explains or predicts how grps and indivs behave in varying org structures and circumstances
organizational structure
three organizational theories
classical, neoclassical, systems
focuses mainly on structural relationships in organizations
classical theory
four basic components of an organization
- a system of differentiated activities
- people
- cooperation toward a goal (unity of purpose)
- authority (superior-subordinate relationships)
four major structural principles
functional, scalar, line/staff, span-of-control
division of labor. organizations should be divided into units that perform similar functions
functional principle
organizations are structured by a chain of command that grows with increasing levels of authority. unity of command
scalar principle
directly meets organizational goals
supports line activities
line functions and staff functions (line/staff principle)
number of subordinates a manager is responsible for supervising
span-of-control principle
large span of control, small hierarchy
flat structure
small span of control, large hierarchy
tall structure
planning of work to achieve efficiency, standardization, specialization, and simplification
scientific management (taylor, 1947)
characterised by many rules, everything is standardised, meticulous division of labor and responsibility, clear hierarchies
beureaucratic (weber, 1947)
accomplishment of tasks, and include principles of mangement, the concepts of line and staff, committees and functions of management
administrative (fayol, 1949)
scientific management principles
- science, not rule of thumb
- scientific selection of the worker
- management and labor cooperation
- scientific training of the worker
bureaucratic principles
- structure
- specialization
- predictability and stability
- rationality
- democracy
elements of administrative theory
- line and staff
- committee (functions)
- functions of management
- principles (14)
increases productivity
division of specialization
taking orders from one superior only
unity of command
visions and mission
unity of direction
group goals
subordination of individual interest
time, job, profit-sharing, bonuses
remuneration of personnel
duty of management is to offer job security
stability of tenure of personnel
team spirit
espirit de corps
principles of neoclassical theory
- individual
- work group
- participative management
complex system that works together, interdependence
systems approach
transforming tech into meaningful tools
socio-technical
decision theory. viewed organizations as a structure composes of choice makers, and argues that there is no right way to make a decision
contingency/ situational approach
five parts of an organization according to systems theory
- individuals
- formal organization
- small groups
- status and roles
- physical setting
