MT2 - Workers and work

Question 1

Taylor (1911)

Answer 1

scientific management
studying production methods and selecting the most efficient way to produce
standadised procedures and tools
matching workers to tasks and training them
piece-rate pay: workers get paid based on the amount of output
bonuses for higher performance
equal division of labour between workers (work) and managers (think and plan)
managers supervise and coordinate work with clear instructions
speeding up skilled work on an individual level

Question 2

Hounsell (1984)

Answer 2

Ford’s assembly line: the speed of work depends on it
Production process consists of simple and quick tasks
Employing unskilled workers
Rate of work, not piece-rate
5 dollar a day stopped turnover, unionization
mass production by replacing workers with machines

Question 3

Womack et al (1990)

Answer 3

Lean management developed in Japan by Toyota
Need for more product variety at less cost within shorter development cycles
sharing information and resources in a team-oriented, multifunctional environment
system for detecting defects that traces the ultimate cause of the problem
more varied and interesting jobs and more responsibility
dynamic work teams that foster innovation

Question 4

Gillespie (1991)

Answer 4

Hawthorne studies of Elton Mayo
supervisory style matters, an understanding leadership style enhances productivity
workers are more productive when being observed
social dynamics determine the output
workers are more productive when they can determine their working conditions
increased interaction and cooperation creates group cohesion
Job satisfaction depended on feeling of worth
Human and social efficiency is more important that technical efficiency

Question 5

Morgan et al (2006)

Answer 5

Theories of management and organisations are based on metaphors that distort the full image
As machines: organisations operate in an efficient, reliable, routinised and predictable way, but are poor at adapting
As organisms: living systems that depend on their enviroment, but contingency theory can undermine the role of individual firms

Question 6

Barley and Kunda (1992)

Answer 6

Stlyes of managerial control
Second phase: Taylor
Third phase (1925-55): managers need to consider the thoughts and emotions of the workers as well
Improving working conditions, concentrates on benefits and moral duties(Hawthorne studies)
A way to manage: influencing social dynamics and gaining the consent of the workforce
Fourth phase (1955-80): Systems rationalism
Planning, forecasting, controlling
Operations research to managerial problems(Taylorism)
Fifth phase (1980-):
Organisations= socially constructed systems, cultures can be created
Cultures that foster concern for quality, flexibility, service, autonomy
Corporate culture: commitment, employee motivation, organisation loyalty, teamwork, culture, morale
Normative approach:Cohesion and loyalty are the source of productivity, managers are leaders
Rational control:Carefully articulated methods and systems are needed, managers bring rational analysis