Lesson 3 Flashcards
What are the 3 Classic Approach Branches to Management
- Scientific Management (Fredrick Taylor)
- Administrative principles (Henri Fayol)
- Bureaucratic Organization (Max Weber)
Frederick Taylor’s principles of Scientific Management:
- Develop a “science” that includes rules of motion, standardized work implements, and proper working conditions for every job
- Carefully select workers with the right abilities for the job
- Carefully train workers to do the job and give them incentives
to cooperate with the job “science” - Support workers by carefully planning their task and by
smoothing the way as they do their work
Henri Fayol’s Administrative Principles:
- Foresight: to complete a plan of action for the future
- Organization: to provide and mobilize resources to implement the plan
- Command: to lead, select, and evaluate workers to get the best work toward the plan
- Coordination: to fit diverse efforts together and ensure information is shared and problems solved
- Control: to make sure things happen according to plan
and to take necessary corrective action
(similar to the management process)
Max Weber’s Bureaucratic Organization:
- An ideal, intentionally rational, and very efficient form of
organization - Based on principles of logic, order, and legitimate authority
- Believed that it would use resources more efficiently and treat
employees more fairly
What are the 5 Foundations in the Behavioral Approaches:
- Theory X and Y
- Hawthorne studies
- Organizations as communities
- Theory of human needs
- Personality and Organization
Mary Parker Follett’s Organizations as Communities:
- Groups allow individuals to combine their talents for a greater good
- Organizations are cooperating “communities” of managers and workers
- Managers job is to help and support
Elton Mayo et al.’s Hawthorne studies:
- Pleasant “human relations” lead to higher productivity
- Social and human factors are keys to productivity
- Hawthorne effect — people who are singled out for special attention perform as expected
Maslow’s hierarchy of Human needs:
Lower-Order needs:
1. Social needs
2. Safety needs
3. Phycological needs
Higher-Order needs:
1. Esteem needs
2. Self-actualization needs
Deficit principle (Self-actualization):
A satisfied needs is not a motivator of behavior - people try to satisfy deprived needs
Progression principle (Self-actualization):
A need becomes a motivator once the preceding lower-level need is satisfies - people try to satisfy these needs in sequence
McGregors Theory X assumes that workers:
- Dislike work
- Lack ambition
- Are irresponsible
- Resist change
- Prefer to be led
McGregors Theory Y assumes that workers are:
- Willing to work hard
- Willing to accept responsibility
- Capable of self control
- Capable of self-direction
- Imaginative and creative
Theory ___ managers create situations where workers become dependent and reluctant
X
Theory ___ managers create situations where workers respond with initiative and high performance
Y
Argyris’s theory of adult personality:
- Classical management principles and practices inhibit worker
maturation and are inconsistent with the mature adult
personality (e.g., independence, initiative, and self-actualization) - Psychological success occurs when people define own goals
The Modern Managements Foundations:
- Quantitative analysis and tools
- Organizations as systems
- Contingency thinking
Quantitative Analysis and Tools:
Problem encountered, it is systematically analyzed, appropriate mathematical models and computations applied, optimal solution identified
Analytics:
The use of large data bases and mathematics to solve
problems and make informed decisions using systematic analysis (e.g., forecasting, inventory management, queuing theory)
Organizations as Systems: System
Collection of interrelated parts that function together to achieve a common purpose
Organizations as Systems: Subsystem
A smaller component of a larger system
Organizations as Systems: Open System
Organizations that interact with their environment
Contingency thinking
Tries to match managerial responses with problems and
opportunities unique to different situations (No “one best way” to manage in all circumstance)
