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108 Cards in this Set
- Front
- Back
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3 classical management approaches |
Scientific management- Fredrick Taylor Administrative Principles- Henri Fayol Bureaucratic Organization- Max Weber |
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Classical Management |
People are rational and are driven my economic factors (compensation) sce |
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Scientific management 4 principles |
About maximizing productivity; individuals driven solely based on economic incentives Science- developed a science for every job Ex.standardized work procedures Selection- select workers that are right for the organization Training- train workers to do the job and give proper incentives Support- support workers by planning work |
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Frederick Taylor |
Father of Scientific management |
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Scientific management: practical lessons |
Design efficient jobs Select based on abilities Train employees (pre-test and post-test) Train supervisors |
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Administrative principles |
Henri Fayol 1.foresight- to complete a plan of action for the future; goal setting 2. Organization- to provide and mobilize resources to implement the plan 3. Coordination- to for diverse efforts together and ensure info is shared and problems solved 4. Command- to lead, select, and evaluate workers to get the best work toward the plan, open systems theory 5. Control- to make sure things happen according to plan and to take necessary corrective action |
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Bureaucratic Organizatikns |
Max Weber An organizational structure that promotes efficiency and fairness; based on principles of logic, order and legitimate authority |
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Pyramid of bureaucratic organization characteristics |
Top: -fair- balance of what you know and who you know -Careers and promotions based of merit- promoted based on performance -formal rules and procedures -formal and clear hierarchy of authority -clear division of labor- jobs are well defined, people are good at their jobs because of the division |
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Disadvantages to Bureaucratic Organization |
-excessive paperwork or red tape -slowness in handling problems -rigidity in the face of shifting needs (can't cope with changing needs) -resistance to change -employee apathy (employed feel that they don't have a voice) |
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Behavioral management Approaches 5 |
1. Organizations as communities- Mary Parker Follett 2. Theory X and theory Y- Douglas mcGregor 3. Personality and organization- Chris Argyris 4. Theory of human needs- Abraham Maslow 5. Hawthorn Studies- Elton Mayo |
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Organizational behavior |
The study of individuals and groups in organizations |
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Hawthorn Studies |
Examines how economic incentives and physical conditions affected worker output Concluded that psychological factors influenced results (how closely they were being observed) |
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Key lessons from Hawthorne studies 3 |
1. Peoples attitudes wit co workers influence performance 2. Work conditions and incentives are important, but workers have other needs 3. HR movement: managers who use good human relations achieve better productivity |
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Maslows theory of human needs Higher order |
-self-actualization- high degree of fulfillment, growth and creative use of abilities -esteem needs- respect, mastery, recognition - |
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Maslows theory of human needs Lower order needs |
-social needs- love, affection, belongingness -safety needs- security, protection, stability -physiological needs-- food and water, life needs |
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McGregors theory X |
Command and control Assumes workers: -dislike work -lack ambition -are irresponsible -resist change -preferred to be led Create situations where workers become dependent and reluctant |
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McGregor's theory Y |
Empowerment, participation, engagement, self-management Workers are: -willing to work -capable of self control -willing to accept responsibility -imaginative and creative -capable of self-direction Create situations where workers respond with initiative and high performance |
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Theory X and Y |
McGregor Pay attention to social and self-actualizing needs Managers need to shirt from theory X to Y |
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6 foundations for contributing developments in management |
1. Quantitative analysis and tools 2. Systems view or organization 3. Contingency thinking 4. Commitment to quality and performance 5. Knowledge management and learning organizations 6. Evidence- based management |
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Quantitative approach to managerial problem-solving |
Problem encountered > problem is systematically analyzed> appropriate mathematical models and computations applied> optimal solution identified |
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Examples of quantitative analysis 7 |
- value chain analysis -supply chain management -inventory management -quality control -queuing theory -linear programming -network models |
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Evidence-based management |
Making management decisions on hard facts about what really works Based on: Evidence and judgement Evidence form environment Critical evaluation of the best available research advice Perspectives of those people who might be affected by the decision. |
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Evidence-based management design |
The research question Hypothesis Research plan Data analysis Results interpretation and conclusion |
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Administrative principles to guide managers |
-Scalar chain- clear and unbroken line of communication from the top to the bottom of the organization -unity of command- receive orders from only one boss -unity of direction- one person should be in charge of all activities |
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Principal of Maslows theory of human needs |
Deficit principle Progression principle |
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Deficit prinicple |
People act to satisfy the deprived needs; a satisfied need is not a motivator of behavior |
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Progression principle |
A need becomes a motivator once the preceding lower-level need is satisfied |
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Organizations as communities |
Mary Parker Follett Organizational groups allow individuals to combine their talents for a greater good; organizations are cooperating communities of managers and workers; managers job is to help people cooperate and achieve an integration in interests; no dominance of managers and workers |
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Employee ownership and gain sharing |
Employees only share when goals are met; short term because you can establish benchmarks to be met |
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"Systems" thinking |
Integration between internal and external environment Internal= inputs, throughput and outputs |
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Profit sharing |
Where the collective set of employees share in the organizations profit regardless of goals are met; long term |
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Argyris's theory of adult personality |
Classical management principles and practices inhibit workers maturation and are inconsistent with the mature adult personality; success occurred when people define their own goals Increasing task responsibility, increasing task variety, unsung participative decision making (individuals are directly involved) |
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Open Systems |
•Organizations that interact with their environments in the continual process of transforming resource inputs into outputs |
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Contingency Thinking |
•Tries to match managerial responses with problems and opportunities unique to different situations •No “one best way”to manage •Appropriate way to manage depends on the situation |
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Quality Management |
Managers and workers in progressive organizations are quality conscious•Quality and competitive advantage are linked |
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Total quality management (TQM) |
•Comprehensive approach to continuous quality improvement for a total organization •Creates context for the value chain |
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Learning organization 5 cores |
-Encouraging learning - open to new things information sharing- collaborating ideas -Teamwork- accept that organization workstogether as a team -Empowerment-empowered with a shared vision -Participation-everyone works together to achieve plan |
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Forecasting |
Attempts to predict the future; The process of making assumptions about the future |
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Qualitativeforecasting |
expert opinions; •casestudies, consultants; •Basedon intuition |
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Quantitativeforecasting |
mathematical models and statistical analysis of data; •systematicanalysis/thinking |
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Contingency planning |
Identifying alternative courses ofaction to take whenthings change/go wrongAnticipate changing conditions; •Implemented to meet the changing needs of an organization•Anticipate thatthings go wrong |
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Scenario Planning |
A long-termversion of contingency planningIdentifying alternative future scenariosPlans made for each future scenarioHelps organization prepare for futureshocks; •Long term version of contingency planning•Never inclusive; can be more flexible •Focuson worst and best case scenario |
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goal-setting theory |
Developed by Edwin Locke Properly set and well-managed task goals can be highly motivating |
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Setting objectives or goals SMART |
Specific –clearly target key outcomes to be accomplished. Measurable –described so results can be measuredwithout ambiguity. Attainable butChallenging – realistic but includes “stretch” factor. Relevant– take into account the specific environment Timely –linked to specific timetables and “due dates.” |
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tactical planning |
•helps to implement all or parts of thestrategic plan |
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functional planning |
•indicate how different operations within the organization will helpaccomplish the overall strategy |
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Marking plans |
•selling advertising distribution of goods and resources |
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Human resource plans |
building talented workforce |
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•Production plans |
-work methods/ technonlogies |
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•Financial plans |
money |
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Facilities plans |
physical plants/layouts |
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•Logistics plans |
-suppliers and aquiring resource imputs |
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•Operational plans |
identify short-term activities to implement strategic plans |
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goal alignment |
To help advance the overall mission of an organization, goals and plans should be wellintegrated across the many people, work units, and levels of an organization |
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participatory planning |
•Unlocks the motivational potential of goal setting Management by objectives (MBO) promotes participation When participation is not possible, workers will respond positively if supervisory trust and support exist |
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benchmarking |
: use of externaland internalcomparisons to plan for future improvements |
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Organizational structure elements 4 |
1.departementalize 2. span of control 3. centralization 4. formalization |
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span of control |
•Number of people directly reporting to the next level• Assumes coordination through direct supervision |
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Tall organizations |
•where the heigherarchy is expensive•Ex.Governmental organization Better bc high degreees of coordination |
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Flat organizations |
•widespan of control•Better because more equipped to handle crisis• |
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Centralization |
•Organizational crises •Management desire for control •Increase consistency, reduce costs |
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Decentralization |
Complexity — size, diversity •Desire for empowerment |
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formalization |
•The degree to which organizations standardize behaviour through rules, procedures, formal training and related mechanisms. |
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mechanistic structure |
•High formalization••Narrow span ofcontrol••High centralization |
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organic structure |
•Low formalization••Wide span of control••Lowcentralization |
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simple structure |
•Few employees reporting directly to one person (owner) |
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functional organization structure |
Organizes employees around skills or other resources (marketing, production)• Create subordinate goals |
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divisionalized structure |
Organizes employees around outputs,clients, orgeographic areas |
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project based matrix structure |
Employees are temporarily assigned to a specific project team and have a permanent functional unit |
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features of team based structures 7 |
•Structure is built around Self-directed work teamsrather than individuals Teams organized around work processes Very flat span of control Very little formalization Most supervisory activities are delegated to the team Usually found within divisionalized structure•Very responsive and flexible; empowerment is high; reduced need for managers; time consuming; ambiquity |
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organizational culture |
•The system of shared beliefs and values that guides behavior in organizations |
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4 types of organizational cultures |
1.Hierarchical cultures-tradition and clear roles 2. Dependable cultures -process and slow change 3. Enterprising cultures-creativity and competition 4.social cultures- collaboration and trust |
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observable culture |
•What one sees and hears when walking around an organization ex. •Heroes•Ceremonies,rites and rituals•Legends and stories•Metaphors and symbols |
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core culture |
consists of the core values,or underlying assumptions and beliefsthat shapeand guide people’sbehaviorsin an organization. |
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important cultural values 6 |
Performance excellence Innovation Social responsibility IntegrityWorker involvement Customer service Teamwork |
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value based management |
•Describes managers who activelyhelp to develop, communicate, and enact shared values |
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organizational subculture |
Groups of employees who share similar beliefs and valuesbased on theirwork or personal characteristics |
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3 common subcultures |
Gender and generations Ethnicity or national cultures Occupationsand functions |
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multicultural organizations |
•has aculture with core values that respect diversityandsupport multiculturalism. |
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change leader |
•A change agent who takes leadership initiative for changing the existing pattern of behavior of another person or social system |
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3 reason for organizational change |
•Existing culture is contributing to poor performance•Subcultures are clashing•Leaders and/or employees are not behavior properly |
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top down change |
Change initiatives come from senior management Success dependson support ofmiddle-level and lower-level workers Large-scale, strategic, and focused on big issues that impact the entire organization |
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bottom up change |
•The initiatives for change come from any and all parts of the organization•Crucial for organizational innovation |
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incremental change |
•Bends and adjusts existing ways to improve performance |
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transformational change |
•Results in a major and comprehensive redirection of the organization |
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improvisational change |
•Making continual adjustments as changes are being implemented |
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Lewin's Phases of Planned Change 3 |
1. Unfreezing The phase in which a situation is preparedfor change and felt needs for change are developed 2.Changing The phase in which something new takes placein the system, and change is actually implemented 3.Refreezing The phase of stabilizingthe change and creating the conditionsfor its long-term continuity |
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checklist for dealing with resistance to change 4 |
1. Show the benefits –those involvedshould see aclear advantage 2.Make it compatible – keep changesimilar toexistingvalues/processes 3.Keep itsimple –make it as easy as possible to understand 4.“Pilot” test – allow people to slowly try the changeadjusting as progression is made -a small scale test to see if the change can work to then apply it to the largerscale |
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Force-coercion strategy of change 5 |
1.Uses power bases of legitimacy, rewards and punishmentsto induce change 2. Relies on belief that people are motivatedby self-interest 3. Direct forcing and political maneuvering 4.Produces limited and temporary results 5.Most useful in the unfreezing phase |
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Rational persuasion strategy of change 5 |
1.Bringing about change throughpersuasionbacked by special knowledge, empirical data,and rational argument 2. Relies on expert power 3. Relies on beliefthat reason guidespeople’sdecisions and actions 4. Useful in the unfreezingand refreezing phases 5.Produces longer-lasting and internalized change |
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Problem- solving approaches or styles |
1. problem avioders 2. problem solvers 3.problme seekers |
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problem avioders |
•Inactive in information gathering and solving problems |
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problem solvers |
•Reactive in gathering information and solving problems |
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problem seekers |
•Proactive in anticipating problems and opportunities and taking appropriate action to gain an advantage |
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systematic thinking |
•Approaches problemsin a rational, step-by- step, andanalytical fashion |
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intuitive thinking |
•Approaches problems in a flexibleand spontaneous fashion |
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structured problems |
familiar, straightforward,& clear with respectto information needs |
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unstructured problems |
full of ambiguities & information deficiencies |
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Programmed decisions |
apply solutions that are readily available from past experiences to solve structured problems |
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Nonprogrammed decisions |
apply a specific solution to meet the demands of a unique problem |
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Representativeness Bias |
•Bases a decision on similarity to other situations; •assess thelikelihood of something happening based on the likeness of something alreadyhappened •Problem-so many more complexities that aren't accounted for |
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Confirmation Error |
•Focusing on information that confirms a decision already made; when we notice accept and even seek out information based on the information that was just collected from data gathered •All decisions based on previously gathered information |
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Escalating Commitment |
•Continuing a course of action even though it is not working; •EC- applying more resources to a failing endevor |
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Crisis Decision Making |
you can anticipate crisis with planningbut with DM it can come up suddenly |
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Certain environment |
•offers complete information on possible action alternatives and their consequences |
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• Risk environment ` |
•lacks complete information but offers probabilities of the likely outcomes for possible action alternatives |
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• Uncertain environment |
•lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternatives |
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the 5 steps in the decision making process |
1.Identify and definethe problem 2.Generate and EvaluateAlternative Courses of Action 3.Decide on a PreferredCourseof Action 4.Implement the Decision 5.evaluate results |
