Classical Management
Classical management assumes
People are rational
Behavioural management assumes
People are social and self- actualizing
Quantitative Management assumes.
It is the assumption that mathematical techniques can be used to solve problems
T/F
Managers and workers in progressive organizations are quality conscious.
True
What is his favourite colour
Blue
Scientific management (Taylor and Gilbreths)
Administrative principles (Fayol and Follett)
Bureaucratic organization (Weber)
Explain the outcome of the Hawthorne studies
• Employee attitudes, interpersonal relations and group processes
– Some things satisfied some workers but not others
– People restricted output to adhere to group norms
• Lessons from the Hawthorne Studies:
– Social and human concerns are keys to productivity
– Hawthorne effect — people who are singled out for special attention perform as expect
Modern management approaches believe
Comes from classical, behavioural and quantitative schools of thought.
-Believe people are complex
-People change over time
-People possess a range of talents and can be developed
Explain Total Quality Management
Total quality management (TQM)
• Comprehensive approach to continuous quality improvement for a total organization.
• Creates context for the value chain
How many kids does he have?
2
Explain scientific management
• Develop rules of motion, standardized work implements, and proper working conditions for every job.
• Carefully select workers with the right abilities for the job.
• Carefully train workers and provide proper incentives.
• Support workers by carefully planning their work and removing obstacles
Explain Maslow's Hierarchy of needs
Need levels:
– Physiological
– Safety
– Social
– Esteem
– Self-actualization
• Deficit principle
– A satisfied need is not a motivator of behaviour.
• Progression principle
– A need becomes a motivator once the preceding lower-level need is satisfied
Explain organizations as a system
A system is a collection of interrelated parts that function together to achieve a common purpose
A subsystem is a smaller component of a large system
An open system interacts with the environment in a continual process of transforming inputs from suppliers into outputs for customers
Explain the value chain
Value Chain- the sequence of activities that transforms raw materials into a finished good or service.
-Quality must be maintained in each section. Management must be committed to excellence at each portion
Can you name his dog's name (past or present)
Winnie
RIP- Georges
1. Division of Labour- Specialized work
2. Authority- Mangers give the orders
3. Discipline- Obedience from respect.
4. Unity of command — each person should receive orders from only one boss.
5. Unity of direction — one person should be in charge of all activities with the same performance objective
6. Subordination of Individual Interests- Only work should be considered at work
7. Remuneration- fair pay
8. Centralization- Decisions made from the top
9. Scalar chain — there should be a clear and unbroken line of communication from the top to the bottom of the organization.
10. Order- All things should be in their place
11. Equity- Mangers should be kind and fair
12. Personal Tenure- Lifetime employment for good workers
13. Imitative- Undertake work with energy
14. Esprit de corps- Work to build harmony
Explain McGregor's theory X and Y
McGregor’s Theory X assumes that workers:
• Dislike work
• Lack ambition
• Are irresponsible
• Resist change
• Prefer to be led
McGregor’s Theory Y assumes that workers are:
• Willing to work
• Capable of self control
• Willing to accept responsibility
• Imaginative and creative
• Capable of self-direction
Explain contingency thinking
Contingency thinking tries to match management practices with situational demands
• No ‘one best way’ to manage all circumstances
• Contingency tries to help managers understand situational differences and respond to them in ways that are appropriate to their unique characteristics
Explain Theory Z
•Theory Z management practices. (Long term employment, slower promotions, greater attention to career planning, and high emphasis on teamwork).
What colour is his eyes?
Blue
Characteristics of bureaucratic organizations:
•Clear division of labor
•Clear hierarchy of authority
•Formal rules and procedures
•Impersonality
•Careers based on merit
Explain Argyris’s theory of adult personality
Management practices should accommodate the mature personality by:
• Increasing task responsibility
• Increasing task variety
• Using participative decision making
Explain inputs and outputs of an open system
Inputs are your resources, could come from suppliers
Goes into the system
Output is the final product that goes to customers
In the 21st century, managers must be:
•Global strategists
•Masters of technology
•Inspiring leaders
•Models of ethical behavior
What is his favourite football team?
San Francisco 49ers