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22 Cards in this Set
- Front
- Back
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Central Characteristics of the Classical School
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Machine metaphor, specialized, standardized, predictable
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Machine metaphor of organizing (3 features)
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Specialized- each part performs a special function
Standardized- interchangeable (replaceable) Predictable- always does what you want it to do |
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Fayol's Elements of Management
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*What managers should do*
-Planning -Organizing -Command -Coordination -Control |
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Fayol's Principles of Management
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*How managers should manage*
-Structural -Power -Reward -Organizational Attitude |
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1. Structure (from Fayol's Principles of management)
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-Scalar Chain: Vertical Hierarchy
-Unity of Command: only 1 supervisor -Unity of Direction: Those who work with similar goals should all have the same supervisor -Division of Labor: Limited # of specialized tasks -Order: Appointed Place -Span of Control: Managers will be most effective if they have control of limited # employees |
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2. Power (from Fayol's Principles of management)
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-Centralization: most effective w/ central management (1 person)
-Authority and responsibility: Should be derived from position in organization and personal characteristics, experts in that field -Discipline: over their superintendents if they aren't following rules |
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3. Reward (from Fayol's Principles of management)
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-Remuneration (pay) of personnel: "If you pay people, they will show up"
-Equity should be treated fairly -Tenure stability: will be better once they've been there a while (ex: Taylor G. got fired before she was there long enough to be good) |
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4. Organizational Attitude (from Fayol's Principles of management)
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-Subordination of individual interest to general interest: What's good to you is good for the company
-Initiative: Be self motivated, but managers should do it -Espirit de corps: Advocate unity, all be harmony, same page ex: Lies about Michael Boltin just to go w/ the system |
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Weber’s Theory of Bureaucracy: types of authority/power
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-Traditional: Title, Queen Elizabeth
-Charismatic: Personable, seen in cults, energy &emotion -Rational-Legal: based on expertise, norms and rules |
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positives of Weber's theory
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-Good for large organizations
-Good for orgs with routine & predictable tasks |
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negatives of Weber's theory
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-"Not my job" attitude
-Impersonal -Rules slow to change -Strict subordination/ discipline |
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Taylor’s Theory of Scientific Management: key principles
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-One best way to do a job
-Worker and job "fit" -Training is key -Inherent difference between management &workers |
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Taylor’s Theory of Scientific Management: time and motion studies
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Timed how many tops you can screw on in an hour (the system is beatable)
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Taylor’s Theory of Scientific Management: scientific job design
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workers should be scientifically selected and trained for each job and that only "first class workers" should be retained
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Taylor’s Theory of Scientific Management:systematic soldiering
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A group of workers who pressure each other to keep rate busting to a minimum, if productivity were kept down, wages would stay up
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Taylor’s Theory of Scientific Management: rate busting
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more productive workers are rate busters... everyone has to work as fast as the best worker to get paid the highest rate
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Classical Comm Style
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Formal
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Classical Comm Content
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Task
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Classical Comm Direction
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Vertical (downward)
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Classical Comm Channel
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Written (usually)
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Classical Structure in Today's Organization
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-Military Organizations (scalar chain, unity of command, and span of control)
-Manufacturing and Service Organizations -Nonprofit Orgs (efficiency, mechanistic principles, routine, repetitive) |
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Criticisms
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-Does not value free flowing communication
-Does not value people |
