test

Question 1

relevance of scientific management

Answer 1

• In organisations which have a routine processes and require a standardisation output e.g. manufacturing however, tasks can become repetitive and boring in the long run
• Lean production aims to eliminate any resources that is not directly associated with creating value to the customer
• Lean production is based on the principles of scientific management
• Scientific management also seen in tertiary sector e.g. fast food
• In different economic conditions, money motivates workers
• Motion study still used

Question 2

contingency theory

Answer 2

The contingency theory is a more modern approach
- based on the development of the systems approach.
- It assumes that there is no single approach to organisation management.
- Aims to find the best fit between:
Tasks that need to be performed and people who are performing these tasks

Three factors of the contingency theory:
- Strengths and weaknesses of the organisation
- Objectives of the organisation
- External environment of the organisation (PESTEC)

Advantages
- draws the best parts of all methods
- Lots of variables can be taken into account e.g. size, type, technology, and staff
- Helps organisations change to adapt to different PESTEC environments as there are more flexible

Disadvantages
- No single approach works so managers must be flexible
- Not all managers are able to adapt

Question 3

explain mintzbergs management roles

Answer 3

Interpersonal roles
- Involves the managers representing the organisations e.g. greeting visitors (figureheads)
- Involves all duties involving managing staff e.g. conducting appraisals and core decision-making (leader)
- involves maintaining a network of contacts, provide information, e.g. frequent correspondence (liaison)

Informational role
- Involves monitoring information receiving from external and internal sources e.g. Progress updates (monitor)
- Involved interpreting and transmitting information to internal stakeholders e.g. training staff (disseminator)
- involves transmitting information to external stakeholders, e.g. sent mission statement ( spokesperson)

Decisions roles
- Involves finding opportunities and improving organisational performance e.g. planning strategy (entrepreneur)
- Involves taking corrective action in order to resolve problems, e.g. taking disciplinary action (disturbance)
- Involves allocation of organisations resources, e.g. oversee, work shift rota (resource allocator)
- involves acting as an intermediary with different stakeholders, e.g. communicates with trade unions (negotiator)