The history of Management Flashcards
Define Scientific Managment?
Scientific management throughly study and test different managerial methods to identify which are the most effective and best to use for completing a task.
Explain Soldiering and Rate buster
Soldiering refers to workers deliberately slowing their work pace to restrict their work output.
Rate buster refers to a group member whose work pace is much faster than other workers within their group.
Identify Taylor’s four principles of Management
First: develop a science for each element of a man’s work, which replaces the old rule-of-thumb method.
Second: Scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could.
Third: Heartily cooperate with the men so as to ensure all of the work being done is in accordance with the principles of the science which has been developed.
Fourth: There is an almost equal division of the work and the responsibility between the management and the workmen. The management takes over all the work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility was thrown upon the men.
Define motion and Time studies?
Motion studies refer to the breaking down od each task or job into separate motions and then eliminating those that are unnecessary.
A Time study refers to the process of timing how long it takes for competent workers to complete each part of their tasks. Allowing for better estimation of time for future planning stages.
Identify the Elements of bureaucratic organisations as described by Max Weber
Qualification-based hiring: Employees are hired on the basis of their techincal training or educational background.
Merit-based pormotion: Promotion is based on experience or achievement. managers, not organizational owners, decide who is prompted.
Chain of Command: Each job occurs within a hierarchy, the chain of command, in which each position reports and is accountable to a higher position. a grievance procedure and a right to appeal protect people in lower positions.
Divison of Labour: Takss, responsibilities and authority are cleared dividied and defined.
Impartial Application of the rules and procedures: Rules and procedures apply to alll members of the organisation and will be applied in an mpartial manner, regardless of one’s position or status.
Recorded in wiritng: All administrative decisions, acts, rules, or procedure will be recorded in wiritng.
Managers seperate from the owners: the owners of an organisation should not manage or supervise the organisation.
Identify the 14 principles of managemnts as described by Henri Fayol
- Division of Work: increasing production by dividing work so that each worker completes smaller tasks or job elements.
- Authority and Responisbility: A manager’s authority, whihc is the “right to give orders”, should be commensurate with a managers responsibility. However, organizations should enact controls to prevent managers abusing their authority.
- Discipline: Clearly defined rules and procedures are needed at all organixational levels to ensure order and proper behavior.
- Unity of Command: To avoid confusion and conflict, each employee should report to and receive orders from just one boss.
- Unity of Direction: One person and one plan should be used in deciding the activites to be used to accomplish each organizational onbectives.
- Subordination of individual interests to the general interests: Employees must put the organisation’s interests and goals before their own.
- Remuneration: Compensation should be fair and satisfactory to both employees and the organisation; that is, dont overpay or underpay employees.
- Centralization: Avoid too much centralization or decentralization. strike a balance depending on the circumstances and employees involved.
- Scalar Chain: Fromt he top to bottom of an organisation, each position is part of a vertical chain of authoirty in which each worker reports to just one boss. for the sake of simplicity, communication outside normal work groups or departments should foloow the vertical chain of authoirty.
- Order: To avoid conflicts and confusion, order can be obtained by having a place for everyone and having everyone in their place; in other words, there shoudl be no overlapping of responsibilties.
- Equity: Kind, fair, and just treament for all will develop devotion and loyalty. this does not exclude discipline, if warranted, and consideration of the broader general interests of the organisation.
- Stability of tenure of personnel: Low turnover, meaning a stable work force with high tenure, benefits an organisation by improving performance, lowering costs and, giving employees, especially managers, time to learn their jobs.
- Initiative: Because it is a “greaat surce of strength for business”, managers should encourage the development of initative, the ability to develop and implement a plan, in others.
- Esprit de corps: Develop a strong sense of morale and unity amoung workers that encourage coordination of efforts.
Define domination and compromise in relation to management. Additionally integrative conflict resolution.
Domination: An approach to dealing with conflict in which one party satisficies its desires and objectives at the expense of the others party’s desires and objectives.
Compromise: An approach to dealing with conflict in which both parties give up some of what they want in order to reach aggreemtn on a plan to reduce or settle the conflict.
Integrative conflict resolution: An approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative the meets the needs of both.
Describe the Key contributions to Management as identified by Mary Parker Follett.
Constructive Conflict: “As conflict - difference - is here in this world, as we cannot avoid it, we should, I think, use it to work for us. instead of condemning it, we should set it to work for us”.
Power: “Power might be defined as simply the ability to make things happen, to be a causal agent, to initiate change”.
“It seems to me that whereas power usually means power-over, the power of some person or group over some other person or group, it is possible to develop the concept of power-with, a jointly developed power, a co-active, not a coercive power.
The giving of orders: “probably more individual trouble has been caused by the manner in which orders have been given than in any other way”.
“But even if instructions are properly framed, are not given in an overbearing manner, there are many people who react violently against anything that they feel is a command. it is often the command that is resented, not the things commanded”.
“An advantage of not exacting blind obedience, of discussing your instructions with your subordinates, is that if there is any resentment, any come-back, you get it out into the open, and when it is in the open deal with it”.
Authority: “Indeed there are many indications in the present reorganisations of industry that we are beginning to rid ourselves of the over and under idea, that we are coming to a different conception of authority, many indications that there is an increasing tendency to let the job itself, rather than the position occupied in hierarchy, dictate the kind and amount of authority.
“Authority should go with knowledge and experience, that is where obedience is due, no matter whether it is up or down the line”.
Leadership: “of the greatest importance is the ability to grasp a total situation…Out of a welter of facts, experience, desires, aims, the leader must find the unifying thread. he must see a whole, not a mere kaleidoscope of pieces…The higher up you go, the more ability you have to have of this kind”.
“The leader makes the team. This is pre-eminently the leadership quality - the ability to organize all the forces there are in an enterprise and make them serve a common purpose”.
“[It is wrong to assume] that you cannot be a good leader unless you are aggressive, masterful, dominating. but I think not only that these characters are not the qualities essential to leadership”.
Coordination: “one which I consider a very important trend in business management is a system of cross-functioning between the different departments…Each department is expected to get in touch with certain other”.
“Many businesses are now organized in such a way that you do not have an ascending and descending ladder of authority. You have a degree of cross-functioning, of inter-relation of departments, which means a horizontal rather than a vertical authority”.
“The most important thing to remember in such a way that you do not have an ascending and descending ladder of authority. You have a degree of cross-functioning, of inter-relation of departments, which means horizontal rather than vertical authority”.
“the most important thing to remember about unity is - that there is no such thing. There is only unifying. You cannot get unity and expect it to last a day - or five minutes. Every man in a business should be taking part in a certain process and that process is unifying.
Control: “Control is coming more and more to mean fact-control rather than man-power”.
“Central control is coming more and more to mean the co-relation of many controls rather than a superimposed control”.
Identify four significant historical approaches to management.
Operations Management
Information Management
System Management
Contingency Management
