Chapter 2 Flashcards
Frederick Taylor’s Scientific Management
Breaks down large tasks into smaller ones so the workers have less to focus on. This is used in factories and sweatshops to promote efficiency.
Administrative Theory
This founded the bureaucracy of today and the different styles of authority, defines a good manager as controlling, planning, commanding, and organized. If the organization followed certain principles of management and designed the organization correctly the organizational theory would be successful. This is why in many organizations there is a chain of people in power over certain sections of the company.
Theory X
managers believe employees dislike work and will be as lazy as possible, punishment is necessary to get people to work, and employees are motivated by fear and money.
Theory Y
managers that believe employees like to work towards goals and seek responsibility, commitment to goals increases based on the reward perceived, employee’s creativity can be used to solve problems, the average person’s intellectual ability is only partially used, and employees can be motivated by a variety of rewards.
Bounded Rationality
our decisions are affected by how many variables we can take into consideration when making them, this results in us sacrificing rather than optimizing our decision making.
Contingency Approach
effectiveness varies depending on the situation, therefore a good manager must first analyze the situation before choosing a strategy on how to handle it
Open Systems Theory
The company and its smaller sections take in resources to create a service or product which is then bought or used by a larger system. A good manager understands the different sections of the company. Effectiveness is determined by the individuals, the organization, and the company environment.
Competing Values Framework
Robert Quinn explains that you need a balance of the different models in order to be successful.
