Chapter 2 Flashcards
based on the notion that jobs should be studied to identify their basic steps and motions as well as determine the most efficient ways of doing them. emphasizes careful selection and training of workers and supervisory support.
Scientific Management
Scientific Management was developed by:
Frederick W. Taylor
the science of reducing a job or task to its basic physical motions.
Motion Study
- Develop a “science” for each job—rules of motion, standard work tools,
and proper work conditions. - Hire workers with the right abilities for the job.
- Train and motivate workers to do their jobs according to the science.
- Support workers by planning and assisting their work according to the science.
Taylor’s 4 Principles of Scientific Management
The bureaucratic organization was developed by:
Max Weber
- Clear Division of Labor Jobs are well defined, and workers become highly skilled at
performing them. - Clear Hierarchy of Authority Authority and responsibility are well defined, and each
position reports to a higher-level one. - Formal Rules and Procedures Written guidelines describe expected behavior and
decisions in jobs; written files are kept for the historical record. - Impersonality Rules and procedures are impartially and uniformly applied; no one gets
preferential treatment. - Careers Based on Merit Workers are selected and promoted on ability and performance; managers are career employees of the organization.
Characteristics of an Ideal Bureaucracy
Administrative principals was developed by:
Henri Fayol
• Foresight—complete a plan of action for the future.
• Organization—provide and mobilize resources to implement plan.
• Command—lead, select, and evaluate workers.
• Coordination—fit diverse eff orts together, ensure information is shared
and problems are solved.
• Control—make sure things happen according to plan, take necessary corrective
action.
Fayol’s Five Duties of Management
there should be a clear and unbroken line of communication from the top to the bottom in the organization.
scalar chain principle
each person in an organization should receive
orders from only one boss.
unity of command principle
What are the classic approaches to management
Scientific management
Administrative principles
Bureaucratic Organization
What are the human resource approaches to management
Organizations as communities Theory X and Theory Y Personality and organization Hawthorne studies Theory of human needs
Organizations as communities was developed by:
Mary Parker Follet
Hawthorne studies was developed by:
Elton Mayo
Theory X and Theory Y was developed by:
Douglas McGregor
Theory of Human needs was developed by:
Abraham Maslow
Personality and organization was developed by:
Chris Argyris
advocates social responsibility, respect for workers, and better cooperation throughout organizations;
Organizations as communities
the Western Electric Company commissioned a study of individual productivity at the Hawthorne Works of the firm’s Chicago plant.
Hawthorne studies
tendency to try to live up to expectations became known
as
Hawthorne effect
_______ ________ is that a need at any level becomes activated only after the next-lower-level need is satisfied
Progression principle
_______ _____ is that people act to satisfy needs for which a satisfaction deficit exists; a satisfied need doesn’t motivate behavior.
Deficit Principle
Self-actualization needs Esteem Needs Social Needs Safety Needs Physiological Needs
Maslow hierarchy of human needs
Highest level: need for self-fulfillment; to grow and use abilities to fullest and most creative extent
Self-actualization needs
Need for esteem in eyes of others; need for respect, prestige, recognition and self-esteem, personal sense of
competence, mastery
Esteem Needs
Need for love, affection, sense of belongingness in one’s relationships with other people
Social Needs
Need for security, protection, and stability in the events of day-to-day life
Safety Needs
Most basic of all human needs: need for biological maintenance; food, water, and physical well-being
Physiological Needs
assumes people dislike work, lack ambition, are irresponsible, and prefer to be led.
Theory X
assumes people are willing to work, accept responsibility, are self-directed, and are creative.
Theory Y
occurs when a person acts in ways that confirm another’s expectations.
self-fulfilling prophecy
