Classical Perspective Flashcards
Authority and Responsibility
Fayol’s principle of organizational power that proposes that managers should hold authority that derives both from their position in the organization and their personal characteristics.
Bureaucracy
According to Max Weber, an ideal-type organization characterized by a clearly defined hierarchy, division of labor, centralization, a closed system, rules, and rational-legal authority.
Centralization
Fayol’s principle of organizational power proposing that organizations will be most effective when management has control of decision-making and employee activities
Charismatic Authority
One of three authority types in Weber’s Theory of Bureaucracy. This type of power is based on an individual’s personality and ability to attract and interact with followers.
Closed System
An organization that, to the extent possible, shuts itself off from influences of the outside environment. According to Weber, a characteristic of bureaucracies
Discipline
Fayol’s principle of organizational power proposing that all organizational members should be obedient to the rules of the organization and to the managers who enforce those rules.
Division of Labor
Fayol’s principle of organizational structure proposing that work can best be accomplished if employees are assigned to a limited number of specialized tasks.
Elements of Management
Fayol’s fundamental components of managerial work. Fayol’s elements were planning, organizing, command, coordination, and control.
Esprit de Corps
Fayol’s principle of organizational attitude proposing that there should be no dissension in the organizational ranks.
Equity
Fayol’s principle of organizational reward proposing that in remuneration (as well as in all organizational behavior) employees should be treated justly
Formal Communication
The style of communication in classical organizations is likely to be formal. This may take the form of using titles, highly standard language, and/or distant forms of address.
Importance of Rules
Weber’s Theory of Bureaucracy proposes that rules which are rationally established, designed for all contingencies, and are codified in written form are essential to organizational functioning.
Initiative
Fayol’s principle of organizational attitude proposing that managers should value and direct an employee’s efforts to work in the best interest of the organization
Machine Metaphor
The guiding metaphor for classical approaches. Proponents of this metaphor argue that organizations are like machines because of the principles of specialization, standardization, replaceability, and predictability.
Order
Fayol’s principle of organizational structure proposing that there should be an appointed place for each employee and task within the organization.
Prescriptive Theory
A theory that provides guidelines about the most effective way to manage an organization. Also called normative theory.
Principles of Management
Fayol’s instructions concerning how managers should enact the elements of management. The principles of management can be grouped under the categories of organizational structure, organizational power, organizational reward, and organizational attitude
Rational-Legal Authority
One of three authority types in Weber’s Theory of Bureaucracy. This type of power is based on the rational application of rules developed through a reliance on information and expertise.
Remuneration of Personnel
Fayol’s principle of organizational reward proposing that employees should be rewarded for their work with appropriate salary and benefits.
Scalar Chain
Fayol’s principle of organizational structure proposing that an organization should be arranged in a strict vertical hierarchy and that communication should be largely limited to this vertical flow.
Scientific Management
A management system advocated by Frederick Taylor characterized by the tenets that (1) there one best way to do every job, (2) the proper fit of the worker to the job is important and workers should be selected accordingly (3) the proper fit of the worker to the job requires training and (4) there is an inherent difference between management and workers.
Span of Control
Fayol’s principle of organizational structure proposing that managers will be most effective if they have control for a limited number of employees.
Subordination of Individual Interest to General Interest
Fayol’s principle of organizational attitude proposing that an organization can be effective only when the interests of the whole take precedence over the interests of individuals
Systematic Soldiering
According to Taylor, the social pressure to keep production down and avoid having management “bust the rate” in organizations using piecework pay systems.
Task-Related Communication
Communication dealing with the goals of the organization and how to accomplish those goals.
Tenure Stability
Fayol’s principle of organizational reward proposing that the organization should guarantee sufficient time on the job for employees to achieve maximum performance.
Time and Motion Studies
Research advocated by Taylor that will determine the “one best way” to do a job
Traditional Authority
One of the three authority types in Weber’s Theory of Bureaucracy. This power is based on long-standing beliefs about who should have control.
Uneven Work
According to Taylor, a result of job training based on tradition and custom causing less than optimal productivity.
Unity of Command
Fayol’s principle of organizational structure proposing that an employee should receive orders regarding a particular task from only one supervisor.
Unity of Direction
Fayol’s principle of organizational structure proposing that activities having similar goals should be placed under a single supervisor.
Vertical (Downward) Communication
Communication which flows along the scalar chain of the organizational hierarchy from those at the top of the chain to those at bottom
Written Communication
In classical organizations, written communication is likely to be the most important channel of communication.
