Unit 1 Flashcards

1
Q

Who is widely regarded as the father of Scientific Management?

A

Frederick Taylor

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2
Q

Scientific management removes all responsibility to the manager, what points are transferred away from the employee?

A
  1. Removes all discretion from the workers 2. focuses workers on a simple, single task 3. Calculates the optimal way of working 4. Creates a structure so that employees are managed and supervised 5. The manager has all the knowledge and is the only person with understanding.
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3
Q

Henri Fayol - Principles are management - POCCCC

A
  1. Forecasting/Planning 2. Organising 3. Commanding 4. Co-ordinating 5. Controlling
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4
Q

Henri Fayol also suggested that organisation activities can be broken into 6 groups.

A
  1. Technical activities 2. Commerical activites 3. finincacial activities 4. securtiy actitivies 5. accounting activities 6. Managerial activites
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5
Q

Max Weber (1946) view of management was from a socio-philosophical view and not a Scientific view. What are his 3 sources of authority?

A
  1. Traditional right acquired through birth (King or Queen) 2. Charismatic personal skills which allows them to direct others.(Ghandi) 3. Rational Legal Organisational sanctioned. Formal leaders such as CEO’s
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6
Q

Contingency theory is based on the idea that ways to manage should depend on the context. What are the 3 factors that managers should frame their approaches?

A
  1. Organisational size 2. Technology 3. Enviromental uncertainty
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7
Q

What does contingency theory suggest for large or small organisation?

A

Contingency theory suggests where you have a large organisation you need a hierarchical structure with a narrow span of control. Where the organisation is small or has less supervision a flat hierarchy is better.

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8
Q

Deal and Kennedy (1982) suggest that what is the best way to control of organisation?

A

Culture - It is also highly popular and criticised

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9
Q

What 3 things do Atkinsons (1984) explain as a way of keeping an organisation cost-effective?

A
  1. Functional Flexibility - People are trained on a range of skills - Opposite to Taylor’s scientific management - The idea is that the company does need to bring in new staff, just redeploy its multi-trained staff. 2. Numeric Flexibility - Short-term contracts, Agency staff and temp to meet demand 3. Numeric Flexible - Pays only for work that is done - Commission only - Project-based contracts.
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10
Q

Name the other types of organisation flexibility?

A
  1. Mcdonaldization - Modern day scientific managment 2. Virtual Orgnaisation - Remote working, benifits such as cost, negitives such as motivation of staff 3. Franchising - Gaining global expose, while reducing risk 4. Outsourcing and Offshoring.
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11
Q

Corporate social responsibility (De George, 1987) has 5 main areas that should be investiagted, What are they?

A
  • Analysis of cases of immorality in business - The study of business practices - The analysis of terms and concepts with respect to business ethics (Discrimination or ethics) - ‘meta-ethical’ (what is moral responsibilty) and how it related to business activites - ‘untangling of embdded problems’ which are often seen as multiple contrasting perpectives (e.g business investiment in developming countries)
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12
Q

Gulick and Urwick (1937) coined with acronym POSDCORB to explain six key management responsibilities?

A
  1. Planning 2. Organising 3. Staffing 4. Directing 5. COordinating 6. Reporting 7. Budgeting
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13
Q

What is Freeman definition of a Stakeholder?

A

Freeman (1984) explains ‘any group or individual that can affect or is affected by the performance of the achievement of the organisations objectives. (this can be everyone though?)

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14
Q

Explain Johnson (2008) stakeholder analysis - POWER vs. INTEREST

A
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15
Q

Explain Price (2009) stakeholder analysis - POWER vs. INTEREST

A
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16
Q

Scholes (1998) explains which points regarding mapping or planning stakeholders?

A
  • It is too simplistic
  • Can be too generic
  • It is not agile if the situation changes the plan needs to re-assessed
  • Power is perception and you may misjudge someone’s power
17
Q

Explain what divergent activities are?

A

Stacy (2000) explains political conflict arises when objectives aligned between teams.

Toyota trying to reduce cost, while increase safety

18
Q

What are French and Raven 5 sources of power?

A
  • Legitimate - Role - CEO
  • Reward - Ability to control the allocation of rewards
  • Coercive - allocation of punishments, this can also be ostracism of employees
  • Expert - Holding expert power of a role
  • Referent - If people like someone, charisma and can develop trust.
19
Q
A