managment

Question 1

henry fayol

Answer 1

One of the first people to write about management.
His main purpose was to identify the one best way of organising or managing.
Defined five functions of management – what they do.
He proposed principles of management – how managers get the job done.

Question 2

fayols 5 roles of managment

Answer 2

Plans - setting forward plans in relation to the business objectives

Organises - setting targets for employees which need to be carried out to meet business objectives

commands - being the leader, making decisions, setting vision and supporting staff

coordinates - sure staff and resources are in the right place at the right time

Controls - ensuring the plan is on target and in budget
Monitoring and evaluating the quality of wor

Question 3

fayols principles of managment

Answer 3

1. Division of Labour - assigning tasks based on individual skills/expertise
2. Unity of Command - employees should know who to report to without confusion
3. Remuneration - appropriate financial rewards are given to motivate employees
4. Authority - clear chain of command where managers have authority and make decisions
5. Discipline - importance of mutual respect, established rules/regulations
6. Equity - managers treat all employees with fairness and respect

Question 4

henry mintzberg

Answer 4

Identified 10 roles of management.
These roles fall into 3 categories:
Interpersonal
Informational
Decisional

Question 5

Interpersonal – managing through people

Answer 5

Figurehead - represent the organisation in the outside world; greeting visitors, speaking at important functions.
Leader - inspire and motivate employees
Liaison - developing relationships inside and outside the organisation’; creating and maintaining contacts.

Question 6

informational - managing by information

Answer 6

Monitor – check progress; take corrective action.
Disseminator – communicate objectives.
Spokesman – communicating to the wider community.

Question 7

decisional - managing through action

Answer 7

Entrepreneur – generate ideas; make good quality decisions; take risks.
Disturbance handler – deal effectively with problems which arise.
Resource allocator – decide how resources should be utilised eg employees, finance.
Negotiator – link between various stakeholders; compromise and persuasion are required

Question 8

peter dunker

Answer 8

Business objectives are made to align with company goals.
The manager’s role is to ensure that objectives at all levels complement each other.
They decide what needs to be done and by whom – they work together with the employees to develop areas of responsibility for employees. This should improve motivation and job satisfaction.
Regular appraisals should be held to assess performance and adjust employee targets.

Question 9

scientific managment

Answer 9

Efficiency

Increasing output per worker, maximise resources and offer the best rate of pay to employees

Standardisation

Creating consistent job performance by dividing tasks up into small, specified tasks
Discipline

Establishing hierarchical authority and introducing system whereby all management policy decisions could be implemented

Question 10

to do this he proposed (scientific managment)

Answer 10

Work study should be done by managers while the operational tasks should be carried out by workers

The scientific analysis of tasks and functions to find the one best way of performing each task

The use of piecemeal (piece rate) incentive pay systems so the more workers produced, the more they were paid

Question 11

max weber

Answer 11

Invented the term ‘bureaucracy’ - defined as ‘a system for controlling and managing a country, company or organisation.’

Believed in rules, authority and power being central to the effective running of a business - emphasis was on an impersonal approach to running a business

Question 12

advantages of classical school

Answer 12

Money is important to employees - piece rate pay helps motivate them
Promotional routes through a tall structure
High levels of supervision
Decision making and communication is quick as the top managers make the decisions
Clearly defined remits for employees - understood their roles

Question 13

advantages of classical school

Answer 13

Money is important to employees - piece rate pay helps motivate them
Promotional routes through a tall structure
High levels of supervision
Decision making and communication is quick as the top managers make the decisions
Clearly defined remits for employees - understood their roles

Question 14

disadvantages of classical school

Answer 14

Employees tend to be demotivated - specialisation is boring
Inflexible employees - didn’t learn to do new things
Employees only interested in money
Authoritarian style is intimidating
Employees weren’t able to share ideas/opinions

Question 15

classical theory today

Answer 15

Still present in some industries - manufacturing industries have routine processes and standardised output
Scientific management in tertiary sector - fast food restaurants - focus on small tasks to ensure efficiency

Scientific Management was based on Factory work - today most jobs cannot be broken down so easily to allow for piece rate pay incentives but still used in factories and call centres
I
n difficult economic times , money can still be a high motivator

Businesses cannot just rely on financial incentives, they now use other non financial methods to motivate staff

Question 16

elton mayo

Answer 16

Wanted to prove that employees were motivated than more than just money/their pay.
He believed that the Classical School treated employees like robots.
He initially believed that physical factors such as light, heat, rest breaks or working hours were the key to a motivated workforce.

Question 17

hawthorne experiment

Answer 17

seperated female workers into two teams to to investigate impact of social factos

Results showed an increase in productivity when changes were introduced but also when they changed back to the original conditions output still rose.

Question 18

hawthorne conclusions

Answer 18

Allowing individuals to work in teams should be used where possible to increase social interactions.
Should be treated as humans - not robots - managers need to take an interest in them
The more attention received, the more productive they will be.
Monetary incentives and good working conditions are less important to the individual than the need to belong to a group.
Managers must be aware of these ‘social needs’ and cater for them to ensure that employees collaborate with the official organisation rather than work against it.

Question 19

limitations of hawthrone

Answer 19

All workers were female which did not give an overall picture of how everyone would behave
The experiment concentrated on a small number of workers - approach was narrow

Question 20

limitations of neo human relations

Answer 20

The theories assume happy and satisfied workers produce more but this is not always the case
Some workers do not follow the conventional hierarchy of needs and some levels are absent for certain individuals - one size does not fit all
McGregor has been criticised for only presenting 2 extremes of managerial behaviour - what about those in the middle?
The theories often neglect the impact of external factors e.g. the impact of a recession or looming redundancy on workers motivation
Herzberg’s job enrichment is often expensive for firms as it requires training and development of workers
Workers can abuse the favour of management and abuse the privilege of empowerment - e.g. laissez-faire leaders need to know employees can be trusted to work by themselves

Question 21

contingency theory

Answer 21

Suggests that the most suitable style of management will depend on a wide range of variables such as level of skill
Underlying assumption - one style of management may work well in one set of circumstances but not necessarily in another
There is no single approach to managing - compared to the Classical and Human Relations management theories where there is one correct way to organise/manage.
The best manager tries to get the best fit between tasks, people and the environment.
Managers must be flexible and be able to adapt.

Question 22

contingency theory in modern day

Answer 22

Managers must be flexible and decide what to do in various circumstances in a rapidly changing environment that exists today - must take external factors into account
We have a range of different organisational structures today - managers must be able to adapt depending on having narrow/wide span of control
Larger range of inexperienced or new workers today who may require a more directed approach however experienced staff can be empowered and a manager must adapt to accommodate this

Organisations which combine production and service may adopt different approaches in each - production will be suited to a classical management whereas the service sector uses more human relations approach - allowing employees to work in teams and be empowered
E.g. staff in a restaurant are allowed to use their own initiative when dealing with customers but in the kitchen, staff must comply with strict H&S procedures
The increase of global online competition from the rise in e-commerce sales means organisations need to develop a flexible structure to respond to rapidly changing markets - this requires management to be flexible