Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

book recap > chapter 2 > Flashcards

chapter 2 Flashcards

1
Q

Before the Industrial Revolution:

A

farmers and labourers were hunting and forming their own food making own
supplies
- manufacturing was done in people’s homes using hands tools or basic machines
- almost fully self-sufficient

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

People worked for themselves not for a wage

A

in 1820 only 20% of U.S. population dependent
on wage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

After the Industrial Revolution:

A

mass production
modern industrial structure
railway
assembly line

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

mass production

A

low-skilled workers, repetitive tasks, high-tech and
new machinery on the production

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

modern industrial structure

A

workers, foreman, superintendents, general man,departmentalization, division into workers,
managers and general managers, working for wages, management control –
supervisor)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Basic principles of modern organizations:

A

division of labour
bureacracy
rational system perspective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

division of labour

A

Adam smith
into smaller skills, de skill
efficiency, REPETITION AND SPECIALISATION

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

bureaucracy

A

hierarchy, written rules and laws, formal selection procedures - selection
of employees who fit in

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

railway

A

highly coordination, departments along the railway

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

rational system perspective

A

goal specification and formalization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

CLASSICAL PERSPECTIVE 1900 – 1930

A

closed system perspective that ACHIEVES GOALS EFFICIENTLY,
- managerial problems such as disciplining labourers, enhancing efficiency and
controlling labour unrest
Gold: to organize jobs as efficiently as possible (to minimize inputs and maximize output)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

How were human viewed?

A

machines

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Scientific management

A

Frederick Taylor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

what did he promote

A

one best way, standardisation, formalisation, applying science to work, TIME AND MOTION STUDY,

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

4 MAIN PILLARS

A

scientific determination , scientific selection (training of worker), cooperation manageement and labour, time planning and training, EQUAL DIVISION BETWEEN managers and workers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

where can we see this implimiation

A

fast food, asemly lines, call centres

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

minuses of scientific method

A

de- skilled, taken away independence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q
  1. capek
A

Henry Fayol

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

what principles did he come with

A

14 principles of organisation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

what where they about

A

identify the functions which a manager should perform

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

14 principles of organisation

A

division of work, authority, discipline, unity of command, unity of direction, centralisation, scalar chain, order

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

remuneration

A

workers must be payed fair wage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

scalar chain

A

line authority from top to bottom

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Espirit de corps

A

team spirit for the harmony

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
bureaucracy
Max Weber
26
bureacracy
Weber created the “ideal type” organization structure based on: - division of labour - clear authority hierarchy - formal selection procedures (finding best employees for the job) - detailed rules and regulations - impersonal relationship - employment decisions based on merit - career tracks - separation of members’ organizational and personal lives
27
what separation should there be
work and life
28
process of selection
selected because clasify and good for the job
29
what kind of planning
rational planning perspective Ralph Davis
30
rational planning perspective
development of clear goals - plan to achieve these goals is identified - the structure of organization is contingent on the organization’s objectives
31
what was the primary objective
economic survival
32
what is the structure of org based on
contingent on org objectives this then forms everything else
33
division of labour
Adam smith 1776
34
the two adjectives for division of labour
specialisation, repetitivness, efficency
35
what was the goal of classical
identify universal principles and management techniques, not promoting flexibility
36
what managerial problems accrued during 1900-1930
social factors. discipline workers, enhancing efficiency, strikes tension during to wars
37
1930 – 1960
NEOCLASSICAL PERSPECTIVE, HUMAN RELATION SCHOOL
38
characteristics
closed system perspective, behaviour factor, better conditions, social aspects
39
problems of managers during the neoclassical thoery
- managerial problems such as motivating people, strengthening commitment, coordination and planning
40
WARREN BENNIS
death to bureacracy, promoted flexible groups
41
Hawthrone Studies
elton mayo
42
Theory X and Theory Y
Douglas MC Gregor
43
Theory X
Assumptions of managers according to the Theory X about the nature of human beings: - employees dislike work and are lazy - employees must be coerced, controlled or threatened with punishment to achieve goals - employees display little ambition without an appropriate incentive system Assumptions lead to the authoritarian management style
44
Theory Y
Assumptions of managers according to the Theory Y about the nature of human beings: - work is natural as play - employees can be ambitious, self-motivated, exercise self-control and take responsibility - employees want to do well at work
45
Socio-technical Systems
reaction to strikes, attemmpt to make work more pleasing, more autonomy, job design principles were developed - involving workers in decision-making - multidisciplinarity of group (different disciplines working together) - autonomous work groups (workers were provided with responsibilities
46
UNMANAGEABLE ORGANIZATIONS
concentrated on improving manageability and decision making - very large and complex organizations with a great number of hierarchy levels - no focus on customers and environment, still a closed-system perspective - strict management control - a lot of strikes - complex bureaucracies - lifetime employment
47
The Peter Principle
rise till encopetance
48
Parkinson's law
Parkinson proposed a number of laws relating to organizations: - work expands to fill the time available for its completion - expansion of the number of administrators compared with workers - time spend on any item on the agenda is in inverse proportion to its importance
49
satisficing decision making
Herbert Simon
50
decision making
ADMINISTRATIVE MAN, decision-making in complex organizations and noted that: - there is no possibility to fully processed all the information available in their organization - rational decision-making was replaced by satisfying decision-making which was good enough
51
March
arbage can of choices March observed the process of decision-making in complex and large organisations and noted that: - organization had problems with coordinating the flow of information in constantly changing external environment - garbage can of choices means that decision-making process was unlikely rational
52
MORDEN ORGANIZATION THEORY
determine most appropriate rational goals with a open system perspective, EFFECTIVNESS, structure form, DETERMINE BEST STRUCTURE
53
Contingency Theory
- open system approach - there is no best way to organize a company - the structure of an organization is contingent which means that structure depend on outside pressures that can be identified and analysed - improving organizational effectiveness instead of efficiency
54
Contingency factors:
environments (stable or dynamic) o strategy (to be as efficient as possible/to increase production outcomes/to be more Innovative or creative) o technology (division of labour/non-routine work, the level of specialization, autonomy) o size (large or small organizations)
55
PRPOBLESM of mangers during contingency
globalisation, determine the best structure form, coping with complexities and scope
56
Herbert Simon
principles backlash, org are more complex, foreshadowed cont. theory
57
Kit Kat
Katz and Kahns environmental perspective, THE NEED TO CHANGE AND ADDAPT TO THE ENVIROMENT, CHANGES
58
the case of technology
importance of technology developing the structure
59
ASTON GROUP AND ORG SIZE
org size important influence in the structure , the same size org have same structure
60
miles and snow
strategic imperative, STRATEGY IS one of the determinants of the structure us the strategy which an org. adopts, STRATEGIC IMPERATIVE
61
POSTMODERN THEORIES 1980 – today
EFFECTIVNESS INSTEAD OF EFFICIENCY configurations of different systems - power and politics (decision making is for the people with power) - culture becomes important - criticism (assumption that organisations of classical school are arenas of exploitation - poor work conditions, low quality) - equality (organizations depend on actions of individuals (the meaning of equality was redefined)) - social construction of reality (interpretations and perceptions for employees and managers differ
62
POSTMODERN: POWER
decision making is for the people with power)
63
POSTMODERN: , criticism
(assumption that organisations of classical school are arenas of exploitation - poor work conditions, low quality)
64
equality and rights
gender rights
65
Symbolic-interpretive perspective:
people should feel a connection to org. ,concerns more with behavioural than structural issues - concentrates on relationships between people and different interpretations of the language - realization that business researchers are lacking knowledge of psychology, anthropology and other behavioural disciplines
66
Peter and Waterman's “In search of Excellence”
culture had a significant impact on effectiveness (national and corporate culture is the key to the strength of the company)
67
Efficiency
reducing input and increasing output (produce as much as possible for less time)
68
1980-
paradigm proliferation
69
emergence of new?
emergence of new framework to view org, social, psychological
70
what changed in postmodern
globalisation, high competition, privatisation
71
March and Simon
cognitive limits of rationality , good enough
72
Arenas
political arenas, Prefers, coalition for power, fighting, the rule is in power
73
mimetic isomporphism
companies with same environment, same structure
74
micromanage
day to day decisions
75
enactment theory
Karl Wick, structure and process take form trough actions and individuals
76

book recap (13 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions