Lecture 2 Flashcards
Chapter 2 Day 2 class The Evolution of management
A classical management approach that attempted to build into operations the specific procedures that would ensure coordination of effort to achieve established goals and plans.
Systematic management
A classical management approach that applied scientific methods to analyze and determine the “one best way” to complete production tasks.
Introduced by Frederick Taylor
Scientific management
Taylor’s four principles of scientific management
Management should develop a precise, scientific approach for each element of one’s work.
Management should scientifically select, train, teach, and develop each worker.
Management should cooperate with workers.
Management should ensure an appropriate division of work and responsibility.
worked with and became a protégé of Frederick Taylor.
expanded on the piece-rate system by suggesting that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks.
known for creating the Gantt chart, which helps employees and managers plan projects by task and time to complete those tasks
Henry L. Gantt
used “motion studies” to identify and remove wasteful movements so workers could be more efficient and productive.
Frank and Lillian Gilbreth
advocated bureaucracy.
This classical management approach emphasizes a structured, formal network of relationships among specialized positions in the organization.
Max Weber
was also an influential contributor to management thought and practice. Known as the “mother of modern management,” she earned a PhD in psychology and later taught at Purdue University as a professor of management and the first female professor in the engineering school
focused less on the technical and more on the human side of management.
She was interested in how job satisfaction motivated employees, how motion studies could be used to help disabled individuals perform jobs, and how fatigue and stress affected workers’ well-being and productivity.
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Lillian Gilbreth
Characteristics of an
effective bureaucracy
division of labor authority qualification ownership rules
advocated administrative management, a classical management approach that attempted to identify major principles and functions that managers could use to achieve superior organizational performance.
He identified five functions and 14 principles of management.
Henri Fayol
the five functions of management are
planning, organizing, commanding, coordinating, and controlling.
Published The Functions of the Executive in 1938 outlining the role of the senior executive: formulating the purpose of the organization, hiring key individuals, and maintaining organizational communications
Chester Barnard
Emphasizing the continually changing situations that managers face
Two key contributions
The notion that managers desire flexibility
The differences between motivating groups and individuals
Mary parker Follett
Work is inherently distasteful to most people.
Most people are not ambitious, have little desire for responsibility, and prefer to be directed.
Most people have little capacity for creativity in solving organizational problems.
Motivation occurs only at the physiological and safety levels.
Most people must be closely controlled and often coerced to achieve organizational objectives.
theory x
Work is as natural as play, if the conditions are favorable.
Self-control is often indispensable in achieving organizational goals.
The capacity for creativity in solving organizational problems is widely distributed in the population.
Motivation occurs at the social, esteem, and self-actualization levels, as well as physiological and security levels.
People can be self-directed and creative at work if properly managed.
theory y
an approach to job design that attempts to redesign tasks to optimize operation of a new technology while preserving employees’ interpersonal relationships and other human aspects of the work.
Sociotechnical systems theory
