Week 5: Management Foundations

Question 1

Braverman

Answer 1

1974

Decreased the power of workers and makes them more expendable

Question 2

Hackman et al

Answer 2

1975

Need ‘internal motivation’ for LT employee commitment, from (1) Meaningfulness of task, (2) Responsibility, (3) Knowledge of Results. Workers are not just motivated by economic incentives → differential pay could actually be demotivating

Question 2

Morgan

Answer 2

1997

Workers seen as extension of technological capital of a firm → dehumanising Employees reduced to automatons → no opportunity for individual advancement; ‘you are not supposed to think, there are other people paid to do that”

Question 3

Mayo

Answer 3

1932

Hawthorne Studies. Sci. Man. Did not always increase productivity, Study showed observation leads to performance → social factors matter more.

Question 4

Clarke

Answer 4

1990

Taylor’s system breaks down jobs into parts and allocates them to most skilled worker. Taylor sought to improve machine and worker productivity separately. Workers under Ford were all contributing and dependent on each other. Machine + Worker seen as one entity to increase efficiency.

Question 7

Maslow

Answer 7

1943

HEIRARCHY OF NEEDS

Question 8

Taylor

Answer 8

1911

Principles of Scientific Management Reduce soldiering. Break down the task. “One best way” Development of a science → Scientific Selection → Ensure tasks are performed the new way using economic incentives → Ensure division of work between management (planning/organizing) and workers (execution) Tone very disdainful to workers. Called them “stupid” and “phlegmatic”

Question 8

Hatch

Answer 8

1997

Gave mgmt. a purpose (separate to workers) → power shift from workers to managers

Question 9

Woodhall and Muszynski

Answer 9

2011

Taylor paces workers by scientifically-calculated expectations. Fordism paces workers by speed of assembly line. Cannot soldier – any man who did would be immediately identified by foremen.