Chapter 1 Management

Front 1

Adam Smith

Back 1

1. Wealth of Nations- attacks monopolies, and attacked the guild
2. Division Labor
3. Pin Factory (10 times increase)

Front 2

F.W. Taylor- Father of scientific management, early 1900’s

Back 2

1. Father of Scientific Management- showvanist, ego-maniac
2. Steel Companies- partier
3. Midvale Steel Company- he worked encognito, he though their was so much waste of time, product increase was 40%
4. Rule of thumb was eliminated- the employees didn’t like it the way he did it
5. Industrial Revolution set the stage for factory manufacturing.
6. Pig Iron Study
7. Piece Rate Wage Plan (Incentive Pay)- he created incentive to work harder
8. Motivation was workers efficiency
9. One best way which was his way
10. Work and responsibility should be equally divided between managers and workers

Front 3

Role of Venice

Back 3

1. Use of canals for transportation
2. Use of canals for arsenal of Venice for building ships.- assembly line production came from Venice
3. Very organized management of government (Three-part Government) Presidential election; executive, legislative, and judicial
4. Left the mainland and organized city on the islands.
5. Were a city state of 300 years.
6. Organized by businessmen
7. Kept glassmaking a secret.
8. Finally conquered by Napolean

Front 4

Fayol’s Principles of Management

Back 4

1. Unity of Command (one boss)
2. Division of work
3. Discipline
4. Delegation of A and R (moses)
5. Chain of Command (Up the line)
if there is a confrontation then you got ur immediate supervisor, then so on and so forth
6. Do not use deductive reasoning- going from the general to the specific, meaning u have a general hypothesis or conclusion, then u pick of the evidence to see if it correct
7. Use inductive reasoning (Gather all facts first, with no conclusion until all facts are in)
8. Unity of Goals- to maximize profits, each department should have the same goal
9. Calm respondents down (silence, lower voice)
10. Get it in writing, have a signature

Front 5

Frank and Lillian Gilbreths

Back 5

1. Worked with Taylor
2. Laying Bricks Study
3. Motion pictures to study body motions
4. Basic Hand motions
5. called “therbligs”

Front 6

Fayol vs. Taylor

Back 6

Fayol is interested in all management and
Taylor is interested in first line bosses

Front 7

Max Weber (Bureaucracy)

Back 7

1. Formal Selection (Technically qualified)
2. Division of Labor
3. Detailed defined hierarchy (whom supervises whom?)
4. Detailed rules and regulations

Front 8

Management Structure

Back 8

1. Graicunas theory
2. No more than five vice presidents
3. Reason- Unique nature of the work
4. Lower levels- homogenous nature, therefore can supervise many more
5. Has the shape of a pyramid

Front 9

Management Defined

Back 9

Is the process of getting activities
Completed efficiently and effectively
Through and with people.

Front 10

Efficiency and effectiveness

Back 10

1. Efficiency has to do with costs
2. Effectiveness is synonymous with goal attainment

Front 11

Fayol

Back 11

1. Was French industrialist
2. Was famous for identifying
3. The basic functions of management

Front 12

The basic functions of management

Back 12

1. Planning-(Goal setting)
2. Organizing (Structuring work)
3. Leading (motivating)
4. Controlling (monitoring, Numerical validation.)
5. Staffing (is now left out)

Front 13

Henry Mintzberg

Back 13

1. Management roles (Behaviors)
2. Interpersonal Roles, (figurehead, leader, liaison)
3. Informational roles (monitor, disseminator, spokesperson)
4. Decisional roles (entrepreneur, disturbance handler, resource allocator, negotiator)
kaisan- continuous improvement
theory z- get acquainted with the area

Front 14

University of Management

Back 14

All managers in all organizations perform the four management functions