Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
101 Cards in this Set
- Front
- Back
|
Leadership |
-the art of getting things done through other people. -efficient organizational structure and employee motivation |
|
|
Lou Holtz – “Do Right” – Leadership |
A Do what’s right B Do the best you can C Golden rule 1 Let People know you appreciate them 2 Be sincere D Lou Holtz 3 questions about relationships |
|
|
Confucius: "Golden Rule" |
Reciprocity, Rockefeller's "Platinum rule" "Do not impose on others what you do not wish for yourself" |
|
|
Confucius: “All within the four seas are his brothers” |
Accept universally diversity |
|
|
Confucius: Requisites of government |
Most important is confidence in a leader |
|
|
Confucius: Culture vs inborn qualities |
Making the good (superior) person... Tiger, Hair, Hide |
|
|
Confucius: Set the right example |
Lead with correctness |
|
|
Confucius: Five Excellent (Lovely) Things |
1. Benefit without being lavish or wasteful 2. Working without complaining 3. Desire without covetousness. 4. Wealthy and powerful yet not proud. 5. Authoritative not violent. |
|
|
Confucius: Four Bad (Ugly) Things |
1. Cruelty 2. Hot temper (Brutal, terrorizing) 3. Theft (of time) delaying orders yet wanting them to be done on time. 4. Limiting (stingingness) not rewarding work done by the people. |
|
|
Confucius: Communication |
Essential to being a good manager. |
|
|
Carnegie: Employer History |
His father didn't care much for the employees or understand their needs. |
|
|
Carnegie: Employee History |
The employees fought against their working conditions and once put in charge he listened and showed he cared for the change they wished to see. |
|
|
Carnegie: Collisions |
Combinations between forces of labor and capital |
|
|
Carnegie: Capital = |
Management |
|
|
Carnegie: Workers become part owners (ESOP) |
Cooperation and shared fortunes |
|
|
Carnegie: Settlements through |
Arbitration |
|
|
Carnegie: Trade-unions are |
Beneficial |
|
|
Carnegie: "Labor without his brother.... |
"Capital is useless" |
|
|
Carnegie: Management approach principles |
1. Strikes seldom occur in small establishments – knows the people 2. Manager who confers often has the least trouble – seek input 3. Small sacrifice – example: 2 week pay cycle helps workers and families 4. Use expertise of the workers. Listen and learn. Can show beneficial changes 5. Pay fairly in good (up) times and bad (down) times |
|
|
Carnegie: Concept of Kyosei |
"Spirit of cooperation" |
|
|
Lorimer: Columns as “letters” to Saturday Evening Post |
Letters are ficticious: 1. By John Graham, head of Graham & Company pork packers 2. To Pierrepont Graham, freshman at Harvard – advice about college and work life |
|
|
Lorimer: Management has many bosses |
walks a tightrope; cannot break or bend the rules |
|
|
Lorimer: Managers must be willing to do the work |
They ask of others |
|
|
Lorimer: "A special pill” |
each person is an individual – the “platinum rule” Blanchard & Hershey – supporting/directing management style grid |
|
|
Lorimer: Hard words and good words |
praise judiciously bestowed is money invested” |
|
|
Lorimer: Learn about your people from them |
Understand human nature |
|
|
Lorimer: Slow to hire and |
quick to fire |
|
|
Lorimer: Keep close to your people |
be engaged; tight rope – friendly vs distant |
|
|
Lorimer: Feared to his face is |
hated behind his back (Confucius four bad things?) |
|
|
Lorimer: The Lem Hostittler story |
An old man who owned a grocery store. He was very awful but thought he was amazing. An example of "when your through sizing up the other fellow its a good thing to step back from yourself and see how you look." |
|
|
Lorimer: Assesment of others and yourself. |
50% rule: Add 50% to your estimate of your neighbor for good things you can't see and deduct 50% from yourself for bad things you can't see |
|
|
Jack ‘Neutron Jack’ Welch – 6 rules for management |
1. Control your destiny, or someone else will. 2.Face reality as it is, not as it was or as you wish it to be. 3.Be candid with everyone. 4.Don't manage, lead. 5.Change before you have to. 6.If you don't have a competitive advantage, don't compete. |
|
|
Peter Drucker principles on people |
1. Find out who you are 2. Re-position yourself for full efectiveness and fulfillment 3. Find your exsistential core 4. Make your life your endgame 5. Planning doesn't work. 6. Know your values 7. Define what finishing well means to you 8. Know the differences between harvesting and planting 9. Good intentions aren't enough; define the results you want 10. Recognize the downside to "no longer learning, no longer growing" |
|
|
McGregor: Theory X |
assumes that people dislike work; they want to avoid it and do not want to take responsibility |
|
|
McGregor: Theory Y |
assumes that people are self-motivated, and thrive on responsibility. |
|
|
McGregor: Maslow’s hierarchy |
a model in which motivation is used to achieve higher level needs (social, esteem, and self-actualization) after basic psychological and safety needs are met. Maslow believes that higher level needs can be achieved through sense of achievement, having autonomy, having feelings of self-worth, and realizing one's potential. |
|
|
McGregor: Hertzberg motivational theory |
Then as now, poorly managed organisations fail to understand that people are not 'motivated' by addressing 'hygiene' needs. People are only truly motivated by enabling them to reach for and satisfy the factors that Herzberg identified as real motivators, such as achievement, advancement, development, etc., which represent a far deeper level of meaning and fulfilment. |
|
|
McGregor: Motivation and Management |
In a Theory X organization, management is authoritarian, and centralized control is retained, whilst in Theory Y, the management style is participative: Management involves employees in decision making, but retains power to implement decisions. |
|
|
McGregor: Theory Z (Ouchi) |
Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. According to Ouchi, Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction. |
|
|
The Abilene Paradox |
Allowing fear to let you say yes when you really wish say no. The effectiveness of communication and importance of saying what is actually on your mind when in a group environment is everything. |
|
|
Production |
roductivity, efficiency, volume pricing, mass distribution |
|
|
Borsodi: . Systematic production, |
standardization of labor, division of labor |
|
|
Borsodi: Mass production |
needs mass distribution |
|
|
Borsodi: Interchangeable parts |
(Springfield Armory rifle example) |
|
|
Borsodi: Assembly line |
(fast way to put parts together – Henry Ford) |
|
|
Borsodi: Division of labor |
organize the workers |
|
|
Polo: Manufacturing diverse |
distribution widespread; paper monry |
|
|
Polo: City size |
robust market/retail |
|
|
Polo: Value merchants |
bring city to life |
|
|
Polo: Candor and honesty |
trust, family orientation (scams in Utah) |
|
|
Polo: Duties and |
taxes |
|
|
Hamilton: Jefferson- agriculture |
Hamilton- Manufacturing |
|
|
Hamilton: Farm |
subsides today |
|
|
Hamilton: Argument for manufacturing |
Hamilton envisioned a national economy strengthened through diversification and immigrant talent, with a vibrant manufacturing sector complementing the nation’s already sizable agricultural productivity. |
|
|
Jefferson: Husbandman |
Farmer |
|
|
Jefferson: With so much land |
why will people pull away from farming to manufacturing jobs? |
|
|
Jefferson: “Those who labor in the earth |
are the chosen people of God" |
|
|
Jefferson: Citizens of the US shouldn’t be at a workbench |
rather working the land |
|
|
Jefferson: Leave the industries/manufacturing |
and workshops in Europe |
|
|
Toyota Production System: to provide best quality |
lowest cost, and shortest lead time through elimination of waste |
|
|
Toyota Production System: Just In Time (JIT) |
Inventory strategy: a ‘pull’ system which eliminates waste and provides parts just as needed; the right part in the right amount at the right time |
|
|
TPS: Jidoka |
Built in quality; never letting a defect pass; andon cord to stop production line |
|
|
TPS: Heijunka |
leveling out of the production schedule; build what’s needed when needed |
|
|
TPS: Kaizen |
continuous improvement: incremental improvements with the lean goals of eliminating all wastes and defects; humanizes the work place |
|
|
TPS: W Edwards Demming – Total Quality Management (TQM) |
1. constant improvement and learning, daily practice, understanding the production process, engaging the entire organization, include workers in profits |
|
|
TPS: W Edwards Demmeing- TQM: PDCA Cycle |
Plan, Do, Check, Act |
|
|
TPS: Six sigma |
1. Measure of Defects Per Million Operations (DPMO): indicator of how often defects are likely to occur2. Six sigma = 3.4 defects per million3. Goal of elimination of waste; waste/defect cost can represent 20-30% of revenue4. Six sigma sets up an organizational structure with quality roles and responsibilities |
|
|
TPS: Lean manufacturing |
1. James Womack, MIT, book: ‘The Machine That Changed the World’ 2. Two parts a Eliminate waste b Have respect for people 3. Lean was adapted by Toyota from early practices of Henry Ford |
|
|
Secrets of the Super Rich’ – key takeaway … how to treat people and how this plays into becoming successful (and rich!) |
A. Jim Senegal – Founder/CEO Costco: Respect for others is the key to building a successful business B. Jeff Skoll – Founder of Ebay: Share the wealth. You might help change the world |
|
|
Alexis de Tocqueville: Two axioms |
1. Same task every day builds efficiency with that task 2. Cost of manufactured goods goes down as efficiency goes up |
|
|
Alexis de Tocqueville: Single task leads to skill |
efficiency = dehumanizing |
|
|
Alexis de Tocqueveile: Manufacturing concentrates wealth |
builds an ‘aristocracy’ |
|
|
Charlie Chaplin Modern Time: |
A. Increased productivity at any cost B. Increased line speed to maximize outputs C. Dehumanization that occurs through the process |
|
|
Karl Marx: A product produced by human labor |
is the objectification of that labor |
|
|
Karl Marx: Human labor reduced to commodity status |
is dehumanizing; self worth is removed |
|
|
Karl Marx:The worker becomes poorer even though the output in increasing and greater wealth created |
1. The Marxian Paradigm 2. Marx views this as exploitation of human labor |
|
|
Karl Marx: Marx’s Four Forms of Alienation of labor |
1. Alienation from the Product 2. Alienation from Labor 3. Alienation from one’s self – species 4. Alienation from other men, workers, human beings |
|
|
Frederick Taylor: A. Gantt charts |
Gantt joined Taylor in applying scientific management in their work together at Midvale Steel and Bethlehem Steel |
|
|
Frederick Taylor: Reasons |
workers go slow |
|
|
Frederick Taylor: Soldiering – workers working below capacity: 3 reasons |
1. Fear if become more productive, will eliminate jobs 2. Fear working at higher pace – sets new standard and results in less pay per unit 3. Reliance on ‘rule-of-thumb’ methods, rather than scientific, to optimize work |
|
|
Frederick Taylor: Task of Management |
1. To determine best way for worker to do job2. Provide proper tools and training3. Provide incentives for good performance |
|
|
Frederick Taylor: Taylor’s 4 principles |
1. Gather data 2. Select the right people: Hire the right skills for the job 3. Combine science and people and offer incentives (plums)4. Divide the work so mgmt does half and learns better to define tasks, set work rules, and develops appropriate performance metrics |
|
|
Frederick Taylor: Teamwork |
Theory Z |
|
|
Henry Ford: Can take a man off the street, train them, make them productive |
1. Give them a skill 2. Shift skills through management, planning |
|
|
Henry Ford: Wages are paid by the |
customers that buy the products |
|
|
Henry Ford: Mass production essentials |
1. Interchangeable parts (like Springfiueld Armory) 2. Efficient way to put parts together (assembly line) 3. Organize the workers (Taylor’s Scientific Management) |
|
|
Henry Ford: Principles of assembly |
1. Place tools and workers in sequence – parts travel least distance 2. Use work slides or carriers – put in same hand location 3. Use sliding (moving) assembly lines – convenient distances between stations |
|
|
Henry Ford: Use time |
and motion study |
|
|
Henry Ford: Efficent space use and |
increasing population |
|
|
Elizabeth Butler: 1909 book |
wage researcher, pittsburg |
|
|
Elizabeth Butler: Why females paid less than males |
1. Preconceived notion about strength, mental ability 2. Opposition from men’s unions 3. Industrial instability: distraction to men; get pregnant; leave job |
|
|
Elizabeth Butler: These attitudes caused |
female artisans to recede |
|
|
Elizabeth Butler: Cause and effect |
women don’t learn because they are not given the opportunity to learn |
|
|
Elizabeth Butler: Butler’s answer? |
Education. The key to advancement is education |
|
|
Mohandas Ghandi: Cannot draw distinction between |
economics and ethics |
|
|
Mohandas Ghandi: High on keeping |
workers employed |
|
|
Mohandas Ghandi: ‘High thinking is inconsistent |
with material life' |
|
|
Mohandas Ghandi: bothered by |
craze for machinery |
|
|
Mohandas Ghandi: Supreme consideration |
is man, the worker |
|
|
Mohandas Ghandi: Singer sewing machine |
invented out of love |
|
|
Mohandas Ghandi: Machines should be designed to save the labor of the worker |
not for greed |
