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ENCN371 > Lecture 1 + Readings > Flashcards

Lecture 1 + Readings Flashcards

1
Q

What is management

A

getting things done in organisations through other people

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2
Q

Management Process

A
  • Planning
  • Organising
  • Leading
  • Controlling
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3
Q

Skills of a Manager

A
  • technical skills
  • human skills
  • conceptual skills
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4
Q

History of Management Thought

A
  • Classical Management Theory ( bureaucratic management, scientific management)
  • Socio-Political approaches (human relations movement, behavioural science)
  • Cultural Approaches (group thinking)
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5
Q

Key Principles of Bureaucracy Theory

A
  1. Division of Labour
  2. Hierachy of Authority
  3. Formal rules and procedures
  4. Impersonality
  5. Career System
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6
Q

Positives of Bureaucracy

A
  • formal rules ensure honesty
  • for standard work it enables quick throughput
  • no whims
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7
Q

Negatives of Bureaucracy

A
  • requires high degree of forward planning
  • some cases unique and fall outside rules
  • highly formalised and impersonal (no compassion)
  • no control over jobs = less job satisfaction
  • acquired negative overtones of inefficiency and irritating detail
  • relatively rigid - fails to cope with rapidly changing situation
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8
Q

Classical Management THeory

A

late 19th and early 20th century

  1. Scientific Management
  2. Bureaucracy Theory
  3. Administrative Management
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9
Q

origins of ‘bureaucracy’

A

coined by a german sociologist Max Weber

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10
Q

origins of Scientific Management

A
  • developed by American factory engineer Frederick Winslow Taylor
  • observed workers typically operated far below their optimum
  • blamed management who he believed should be responsible for motivating and encouraging worker effort
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11
Q

Taylor’s pig iron loaders experiment

A
  • analysed work of male pig-iron loaders (averaged 12,5 tons per worker per day)
  • ‘Schmidt’ specially selected by Taylor and offered ‘first class man’ wages if followed instructions
  • by following instructions he increased production from 12.5 to 47.5 tons per day
  • ‘everybody wins’: workers get more money, management get higher production
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12
Q

science of work

A

enabling any job to be analysed and improved

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13
Q

method study

A

analysis of the way a job should be done

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14
Q

time-and-motion study

A

incorporated timing of each movement to determine a fair day’s production and suitable rates of pay from that

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15
Q

Key Principles of Scientific Management

A
  1. Replacing working by ‘rule of thumb’ to using scientific method to determine most efficient method (manager’s responsibility)
  2. Work specialisation = Match workers to jobs based on capability and motivation - train them to work at maximum efficiency
  3. Monitor worker performance - provide instruction and supervision
  4. Management clearly separate from workers
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16
Q

Positives of Scientific Management

A
  • higher wages (at first)
  • production increase
  • lower costs in production
  • use of unskilled workers
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17
Q

Negatives of Scientific Management

A
  • relatively workers are less well off
  • specialised tasks = repetitive wor
  • not applicable to complex jobs
  • loss of skilled work
  • no creative influence by workers = lower job satisfaction
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18
Q

Objections to Scientific Management

A

practical objections
human objections
ethical objections

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19
Q

Practical Objections to Scientific Mangement

A
  • much less successful with more complex jobs
  • improvements not necessarily sustained over a long period
  • disagreement over distribution of productivity gains, fear of redundancy…
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20
Q

Human Objections to Scientific Management

A
  • lower job satisfaction
  • higher absenteeism
  • labour turnover, more accidents, poor motivation
  • loss of mental health
  • interfered with social functioning of work
  • conflict between interests of consumers and producers
  • Taylor’s assumption that what was good for the company was therefore good for the worker was questionable at the least.
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21
Q

Ethical Objections to Scientific Management

A
  • loss of worker skill and control

- deskilling robs workers of money, work interest, status, self esteem

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22
Q

Administrative Management

A
  • parallel sets of principles established by managers
  • shared with Taylor’s scientific management the belief that there was a ‘best way’ to get things done
  • principles applied to whole organisation not just particular jobs
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23
Q

Henri Fayol

A
  • french engineer linked with Administrative management

- theories first published in 1916 “General and Industrial Management”

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24
Q

Henri Fayol’s first version of ‘four management functions’

A
  • planning
  • organising
  • co-ordinating
  • commanding
  • controlling
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25
Q

Fayol’s ‘Fourteen General Principles of Management’

A
  1. Division of work
  2. Authority
  3. Discipline
  4. Unity of Command
  5. Unity of Direction
  6. Subordination of Individual to General Interests
  7. Remuneration (employees fairly rewarded)
  8. Centralisation
  9. Scalar Chain
  10. Order
  11. Equity
  12. Stability of Tenure
  13. Initiative
  14. Esprit de corps
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26
Q

Mary Parker Follett

A
  • american administrator
  • influential precursor to Human Relations movement
  • proposed a theory that advocated group effort rather than individual specialisation
  • natural partnership between management and workers
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27
Q

Frederick Winslow Taylor

A

developed principles of Scientific Management

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28
Q

Max Weber

A

coined term ‘bureaucracy’

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29
Q

Chester Bernard

A
  • president of New Jersey Bell telephone comany
  • anticipated systems theory of organisation
  • emphasised need for willingness to serve the organisation, communication and having a comman purpose = the ‘human’ elements
  • pointed out authority only works if it is accepted by those under it
30
Q

Elton Mayo

A
  • professor of Industrial Research at Harvard
  • started the Human Relations Movement
  • in early research he noted that introduction of rest pauses for workers, and later their ability to schedule these breaks, dramatically improced morale and lowered labour turnover.
  • human element responsible for performance improvement outside the bounds of normal administrative approaches
31
Q

Human Relations Movement

A
  • work is a social experience, people work to satisfy social needs
  • organisations should be natural groups in which social aspects take precedence over organisational structure
  • considerate supervision leads to job satisfaction which in turn leads to increased productivity
32
Q

Negatives of Human Relations Movement

A
  • managers need to be socially as well as technically skilled
  • relationship between considerate leadership and production is doubtful
  • no leadership
  • based on idea of a positive human nature
33
Q

Positives of Human Relations Movement

A
  • job satisfaction
  • possibility to be creative
  • control over job
34
Q

Hawthorne Experiments

A
  • experiments by Elton Mayo
  • had enormous influence over Human Relations movement
  • ‘Relay Assembly Test Room Experiment’
  • ‘Bank Wiring Room Experiment’
35
Q

‘Relay Assembly Test Room Experiment’

A
  • six female workers isolated from rest of factory
  • no matter how conditions of work were changed, the productivity of the group improved with each change
  • key factor = morale, in being isolated for the experience they had been given a feeling of being special
  • conclusion = work satisfaction and performance depended more on informal social patterns of work group than on factors of formal organisation structure
36
Q

Hawthorne Effect

A
  • effect of people behaving and performing differently because they know they have been singled out for special attention
37
Q

‘Bank Wiring Room’

A
  • company sought to impose rational ‘administrative’ methods of work
  • however their behaviour was determined not by organisation structure and management, but by informal and social factors
  • conflict between the administrative and socio-political systems
38
Q

Abraham Maslow

A
  • psychologist
  • Human Relations Movement
  • drew attention to a hierachy of human needs
  • in particular ‘self-actualisation’ which he believed was the ultimate need of humans
39
Q

Douglas McGregor

A
  • professor of industrial management at MIT
  • interested in underlying assumptions different managers held about human nature
  • Therory X vs Theory Y
  • wrote influential book called “ The Human Side of Enterprise”
40
Q

‘Theory X’

A
  • view that people dislike work and will try to avoid it
  • that people seek security rather than responsibility
  • that people want to be directed and must be coerced, threatened and controlled to achieve anything
41
Q

‘Theory Y’

A
  • people find work natural
  • respond to rewards of self-esteem and self-actualisation
  • will seek to exercise self-direction and take responsibility
42
Q

Behavioural Science Approaches

A
  • sought to find a scientific basis for human behaviour and develop behavioural techniques
43
Q

Quantitative Approaches

A
  • strive to give management more information by using numerical analysis
44
Q

Socio-Political Approaches

A
  • Human Relations Movement
  • Behavioural Science
  • Quantitative Approaches
45
Q

Porters 5 Forces Model

A
  • Potential Entrants
  • Substitutes
  • Buyers
  • Suppliers
  • Industry Competitors
46
Q

Sun Tzu

A

approx 500BC - Art of War

47
Q

5 essentials for victory (Art of War)

A

He will win who…

  1. know when to fight and when not to fight
  2. know how to handle both superior and inferior forces
  3. army animated by the same spirit throughout all its ranks
  4. prepared himself, waits to take the enemy unprepared
  5. military capacity and is not interfered with by the sovereign
48
Q

Carl von Clausewitz

A

1780-1831 - Principles of War

49
Q

Purpose of Strategy

A
  • provides direction
  • provides coherence
  • basis for assessment and risk analysis
  • basis to make decisions
50
Q

Profitability Study

A

from large sample of US manufacturing firms:

  • choice of industry accounts for 8.3% of profitability
  • choice of strategy accounts for 46.4% of profitability
51
Q

Premium

A

high price and high quality

52
Q

Market Penetration

A

medium price and high quality

53
Q

Super Bargain

A

Low Price and high qualit

54
Q

Overpricing

A

High Price and medium quality

55
Q

hit and run

A

high price and low quality

56
Q

average quality

A

medium price and medium quality

57
Q

bargain

A

cheap price and medium quality

58
Q

shoddy goods

A

medium price and low quality

59
Q

cheap goods

A

low price and low quality

60
Q

Key Strategy Elements of Cost Leadership

A
  • scale efficient plant
  • design for easy manufacture
  • control of overheads
  • avoidance of marginal accounts
61
Q

Resource and Organisational Requirement of Cost Leadership

A
  • access to capital
  • cost control
  • process engineering skills
  • clear structure and responsibilities
  • incentives for quantity
62
Q

Key Strategy Elements of Differentiation

A
  • emphasis on branding and advertising

- emphasis on design, service and quality

63
Q

Resource and Organisational Requirements of Differentiation

A
  • marketing skills
  • product engineering skills
  • subjective incentives
  • team working
  • R and D
64
Q

two strategys to management

A
  • Cost Leadership

- Differentiation

65
Q

Systems Theory

A

considers the whole system - analyse the interaction of the system with its environment and subsystems within the system

66
Q

Contingency Theory

A
  • comes from the idea that there is no one right answer
  • no ‘universal’ principles of management
  • most important skill of management is making a good interpretation of factors relevant to a decision
67
Q

Porter’s six major sources of barriers to entry

A
  1. Economies of Scale
  2. Product Differentiation
  3. Capital Requirements
    4, Cost disadvantages independent of size
  4. Access to distribution channels
  5. Government Policy
68
Q

A supplier group is powerful if:

A
  • it is dominated by a few companies and is more concentrated than the industry it sells to
  • its product is unique or at least differentiated
  • it is not obliged to contend with other products for sale to the industry
  • it poses a credible threat of integrating forward
  • the industry is not an important customer of the supplier group
69
Q

A buyer group is powerful if:

A
  • it is concentrated or purchases in large volumes
  • products it purchases are standard or undifferentiated
  • products it purchases form a component of its product and represent a significant fraction of the cost
  • it earns low profits
  • the industry’s product is important to the quality of the buyer’s products or services
  • industry’s product does not save the buyer money
  • the buyers pose a credible threat of integrating backward
70
Q

Consumers tend to be more price sensitive if they are purchasing products that are:

A
  • undifferentiated
  • expensive relative to their incomes
  • of a sort where quality is not particularly important

ENCN371 (25 decks)

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