1 - Intro Flashcards
Describe Frederick Taylor
- Most interested in efficiency
- Assumed that most efficiency gained by workers in specialized jobs (standardization of tasks; ex: putting workers in the positions they are strongest at)
What are Frederick Taylor’s Principles of Scientific Management?
- Study how workers perform tasks, collect their knowledge and design/implement new ways to improve the process
- Develop standard operating procedures so workers perform their tasks within their specialties
- Recruit workers based on skills and abilities
- Establish a reasonable level of performance and reward those who exceed those expectations
How did Frank and Lillian Gilbreth determine productivity?
Through time management and motion studies
Describe Henri Fayol
- “Command and control” type of management
- Simple model of how management interacts w/ personnel
What are Fayol’s 5 functions of management?
- Planning
- Organizing
- Commanding
- Coordinating
- Controlling
Describe Max Weber
- Hierarchical management
- Well defined line of authority w/ clear rules and regulations for workers
Describe Max Weber’s structure of organization
- Specific chain of command
- Standard operating procedures
- Labour divided according to skill/ experience
- Managers maintain impersonal relationships
- Competence not personality
- Clear policy and procedures manual
Describe what Mary Parker Follett was known for in regards to behavioural management
- Recognized for humanistic and socially just viewpoint
- Focused on needs of people/ employees
- Encouraged managers to allow employees to partake in decision making
- Promoted group networking (teamwork)
Describe the 4 management activities (planning, organizing, leading, and controlling)
- Planning – define goals, determine strategy
- Organizing – tasks to be done and who will do them
- Leading – motivating employees, resolve conflicts
- Controlling – monitoring performance, reviewing goals set
What is organizational structure?
- Organizational framework that:
- Assigns people to specific jobs and responsibilities
- Indicates the reporting structure within the organization (communication)
- Indicates the various levels of management
- Indicates how workers are grouped into the different organizational units
What are organizational charts?
- Provides info on existing positions within the company
- Provides a reporting structure/who reports to which supervisor
- Indicates the different levels of management and departmental groupings
Types of organizational charts
- Functional structure
- Divisional structure
- Matrix structure
- Team based (lateral) structure
- Modular structure
Describe functional structure
- Most common
- Groups employees by knowledge or experience
- Similar or related specialties are grouped together (ex: IT, marketing, finance)
Advantages of functional structure
- Eliminates duplication of activities/ increases productivity and efficiency
- Employees can clearly see career path
- Focuses on main activities
Disadvantages of functional structure
- Accountability and decision making is at the top
- Employees have limited knowledge of the larger organization
Describe divisional structure
- Organization divided into several divisions or product groups
- Groups employees by geographical areas, specific product areas, or customer base
- May have a central headquarters for financial and legal overseeing of the organization
Advantages of divisional structure
- Accountability is clear
- Local control of situations
Disadvantages of divisional structure
- Self-contained units
- Duplication of resources
- Lack of communication between divisions (separate processes within the organization)
Describe matrix structure
- Provides for reporting levels both horizontally and vertically (may have 2 “bosses” depending on the project)
- Grouped by 2 main focuses of the company – function and product, region and product, etc.
- Functions (ex: research, sales, finance) have separate divisions for each product produced
- Works well for separate projects within an organization
Advantages of matrix structure
- Project objectives are clear w/ many communication channels
- Shared authority and shared information pathways
Disadvantages of matrix structure
- Increased complexity in the chain of command
- Can slow decision making process
Describe team-based structure
- Individuals grouped into teams
- Those in the teams have complimentary skills and work towards a common goal/project completion
- Self-directed work teams that are organized around specific projects, products, services
Advantages of team-based structure
- Less structured w/ fewer management levels
- Encourages employees to be more creative
Disadvantages of team-based structure
- Entire team is responsible for work completed or not completed
- Conflict can occur which affects efficiency of the group
Define organizational/ corporate culture
- Shared assumptions, beliefs, experiences that characterize an organization
- The way people behave and treat others
- Core values/ “personality” of the company
- May be implied, not clearly defined
What is the importance of corporate culture?
- Strategic asset/ competitive weapon
- Not easily replicated
- Derived from the founder/ leader
What can strong corporate culture lead to?
- Achieving organizational goals
- Achieving better financial success
- Motivation and loyalty of employees
- Strong accountability by employees
- Strong customer service
What makes strong corporate culture?
- Strong cultures are clearly defined, reinforced, communicated, and respected
- Vision and values are known, clearly defined, and practiced by all leaders and employees
- Shared vision throughout the entire company
- Strong leadership who believe what the company stands for
- Strong communication
How can you build strong corporate culture?
- Employees should “own” the culture and feel empowered
- Create a respectful workplace
- Leadership support (“live it”)
- Inclusiveness (gender, race, sexual orientation)
- Strong communication
- Live by the core values of the organization
What is organizational change?
- Changes to organizational structure (chain of command, systems, job structure)
- Implementation of new practices (changing scope of practice, regulations changes)
- Changes in job description
- Relocation of the business (external changes, competition, changing demographics)
Types of change in internal environment
- Strategic change – making changes to the mission or strategy of the organization
- People changes – blending employees, building new teams, leadership/staff training for new jobs/services
- Process changes – workflow changes to improve efficiency
Types of change in external environment
- Changes that are generally beyond the control of the organization
- Can significantly impact the growth, sustainability and general operations of the organization
- Ex: competition, changing technology, economics, practice changes, political changes
