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Year 4 - Management > 1 - Intro > Flashcards

1 - Intro Flashcards

1
Q

Describe Frederick Taylor

A
  • 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)
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2
Q

What are Frederick Taylor’s Principles of Scientific Management?

A
  1. Study how workers perform tasks, collect their knowledge and design/implement new ways to improve the process
  2. Develop standard operating procedures so workers perform their tasks within their specialties
  3. Recruit workers based on skills and abilities
  4. Establish a reasonable level of performance and reward those who exceed those expectations
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3
Q

How did Frank and Lillian Gilbreth determine productivity?

A

Through time management and motion studies

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4
Q

Describe Henri Fayol

A
  • “Command and control” type of management

- Simple model of how management interacts w/ personnel

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5
Q

What are Fayol’s 5 functions of management?

A
  1. Planning
  2. Organizing
  3. Commanding
  4. Coordinating
  5. Controlling
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6
Q

Describe Max Weber

A
  • Hierarchical management

- Well defined line of authority w/ clear rules and regulations for workers

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7
Q

Describe Max Weber’s structure of organization

A
  1. Specific chain of command
  2. Standard operating procedures
  3. Labour divided according to skill/ experience
  4. Managers maintain impersonal relationships
  5. Competence not personality
  6. Clear policy and procedures manual
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8
Q

Describe what Mary Parker Follett was known for in regards to behavioural management

A
  • 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)
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9
Q

Describe the 4 management activities (planning, organizing, leading, and controlling)

A
  • 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
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10
Q

What is organizational structure?

A
  • 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
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11
Q

What are organizational charts?

A
  • 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
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12
Q

Types of organizational charts

A
  • Functional structure
  • Divisional structure
  • Matrix structure
  • Team based (lateral) structure
  • Modular structure
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13
Q

Describe functional structure

A
  • Most common
  • Groups employees by knowledge or experience
  • Similar or related specialties are grouped together (ex: IT, marketing, finance)
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14
Q

Advantages of functional structure

A
  • Eliminates duplication of activities/ increases productivity and efficiency
  • Employees can clearly see career path
  • Focuses on main activities
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15
Q

Disadvantages of functional structure

A
  • Accountability and decision making is at the top

- Employees have limited knowledge of the larger organization

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16
Q

Describe divisional structure

A
  • 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
17
Q

Advantages of divisional structure

A
  • Accountability is clear

- Local control of situations

18
Q

Disadvantages of divisional structure

A
  • Self-contained units
  • Duplication of resources
  • Lack of communication between divisions (separate processes within the organization)
19
Q

Describe matrix structure

A
  • 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
20
Q

Advantages of matrix structure

A
  • Project objectives are clear w/ many communication channels
  • Shared authority and shared information pathways
21
Q

Disadvantages of matrix structure

A
  • Increased complexity in the chain of command

- Can slow decision making process

22
Q

Describe team-based structure

A
  • 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
23
Q

Advantages of team-based structure

A
  • Less structured w/ fewer management levels

- Encourages employees to be more creative

24
Q

Disadvantages of team-based structure

A
  • Entire team is responsible for work completed or not completed
  • Conflict can occur which affects efficiency of the group
25
Q

Define organizational/ corporate culture

A
  • 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
26
Q

What is the importance of corporate culture?

A
  • Strategic asset/ competitive weapon
  • Not easily replicated
  • Derived from the founder/ leader
27
Q

What can strong corporate culture lead to?

A
  • Achieving organizational goals
  • Achieving better financial success
  • Motivation and loyalty of employees
  • Strong accountability by employees
  • Strong customer service
28
Q

What makes strong corporate culture?

A
  • 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
29
Q

How can you build strong corporate culture?

A
  • 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
30
Q

What is organizational change?

A
  • 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)
31
Q

Types of change in internal environment

A
  • 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
32
Q

Types of change in external environment

A
  • 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

Year 4 - Management (18 decks)

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