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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

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2
Q

People worked for themselves not for a wage

A

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

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3
Q

After the Industrial Revolution:

A

mass production
modern industrial structure
railway
assembly line

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4
Q

mass production

A

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

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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)

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6
Q

Basic principles of modern organizations:

A

division of labour
bureacracy
rational system perspective

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7
Q

division of labour

A

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

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8
Q

bureaucracy

A

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

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9
Q

railway

A

highly coordination, departments along the railway

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10
Q

rational system perspective

A

goal specification and formalization

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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)

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12
Q

How were human viewed?

A

machines

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13
Q

Scientific management

A

Frederick Taylor

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14
Q

what did he promote

A

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

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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

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16
Q

where can we see this implimiation

A

fast food, asemly lines, call centres

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17
Q

minuses of scientific method

A

de- skilled, taken away independence

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18
Q
  1. capek
A

Henry Fayol

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19
Q

what principles did he come with

A

14 principles of organisation

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20
Q

what where they about

A

identify the functions which a manager should perform

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21
Q

14 principles of organisation

A

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

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22
Q

remuneration

A

workers must be payed fair wage

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23
Q

scalar chain

A

line authority from top to bottom

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24
Q

Espirit de corps

A

team spirit for the harmony

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25
Q

bureaucracy

A

Max Weber

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26
Q

bureacracy

A

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

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27
Q

what separation should there be

A

work and life

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28
Q

process of selection

A

selected because clasify and good for the job

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29
Q

what kind of planning

A

rational planning perspective Ralph Davis

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30
Q

rational planning perspective

A

development of clear goals
- plan to achieve these goals is identified
- the structure of organization is contingent on the organization’s objectives

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31
Q

what was the primary objective

A

economic survival

32
Q

what is the structure of org based on

A

contingent on org objectives this then forms everything else

33
Q

division of labour

A

Adam smith 1776

34
Q

the two adjectives for division of labour

A

specialisation, repetitivness, efficency

35
Q

what was the goal of classical

A

identify universal principles and management techniques, not promoting flexibility

36
Q

what managerial problems accrued during 1900-1930

A

social factors. discipline workers, enhancing efficiency, strikes tension during to wars

37
Q

1930 – 1960

A

NEOCLASSICAL PERSPECTIVE, HUMAN RELATION SCHOOL

38
Q

characteristics

A

closed system perspective, behaviour factor, better conditions, social aspects

39
Q

problems of managers during the neoclassical thoery

A
  • managerial problems such as motivating people, strengthening commitment,
    coordination and planning
40
Q

WARREN BENNIS

A

death to bureacracy, promoted flexible groups

41
Q

Hawthrone Studies

A

elton mayo

42
Q

Theory X and Theory Y

A

Douglas MC Gregor

43
Q

Theory X

A

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
Q

Theory Y

A

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
Q

Socio-technical Systems

A

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
Q

UNMANAGEABLE ORGANIZATIONS

A

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
Q

The Peter Principle

A

rise till encopetance

48
Q

Parkinson’s law

A

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
Q

satisficing decision making

A

Herbert Simon

50
Q

decision making

A

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
Q

March

A

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
Q

MORDEN ORGANIZATION THEORY

A

determine most appropriate rational goals with a open system perspective, EFFECTIVNESS, structure form, DETERMINE BEST STRUCTURE

53
Q

Contingency Theory

A
  • 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
Q

Contingency factors:

A

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
Q

PRPOBLESM of mangers during contingency

A

globalisation, determine the best structure form, coping with complexities and scope

56
Q

Herbert Simon

A

principles backlash, org are more complex, foreshadowed cont. theory

57
Q

Kit Kat

A

Katz and Kahns environmental perspective, THE NEED TO CHANGE AND ADDAPT TO THE ENVIROMENT, CHANGES

58
Q

the case of technology

A

importance of technology developing the structure

59
Q

ASTON GROUP AND ORG SIZE

A

org size important influence in the structure , the same size org have same structure

60
Q

miles and snow

A

strategic imperative, STRATEGY IS one of the determinants of the structure us the strategy which an org. adopts, STRATEGIC IMPERATIVE

61
Q

POSTMODERN THEORIES 1980 – today

A

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
Q

POSTMODERN: POWER

A

decision making is for the people with power)

63
Q

POSTMODERN: , criticism

A

(assumption that organisations of classical school are arenas of
exploitation - poor work conditions, low quality)

64
Q

equality and rights

A

gender rights

65
Q

Symbolic-interpretive perspective:

A

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
Q

Peter and Waterman’s “In search of Excellence”

A

culture had a significant impact on effectiveness (national and corporate culture
is the key to the strength of the company)

67
Q

Efficiency

A

reducing input and increasing output (produce as much as possible for less time)

68
Q

1980-

A

paradigm proliferation

69
Q

emergence of new?

A

emergence of new framework to view org, social, psychological

70
Q

what changed in postmodern

A

globalisation, high competition, privatisation

71
Q

March and Simon

A

cognitive limits of rationality , good enough

72
Q

Arenas

A

political arenas, Prefers, coalition for power, fighting, the rule is in power

73
Q

mimetic isomporphism

A

companies with same environment, same structure

74
Q

micromanage

A

day to day decisions

75
Q

enactment theory

A

Karl Wick, structure and process take form trough actions and individuals

76
Q
A

book recap (13 decks)

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