chapter 2 - charles darwin...
TRANSCRIPT
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Chapter 2
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The Machine Metaphor Importance of specializationDivision of labor
Standardization Replaceability Predictability
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Fayol’s Theory of Classical Management Fayol – French industrialist of late
19th/early 20th centuries Elements of management PlanningDetermine best way to attain goals
Organizing Arrangement of human resources
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Fayol’s Theory of Classical Management CommandManagers set tasks
Coordination Activities harmonized into single whole
Control Comparison between goals and activities
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Principles of ManagementPrincipals of Organizational Structure
Scalar chain Unity of command Unity of direction
Division of labor Order Span of control
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Principles of Organizational Power Centralization Authority and responsibility Discipline
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Principles of Organizational Reward Remuneration of personnel Equity Tenure stability
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Principles of Organizational Attitude Subordination of individual interest to
general interest Initiative Esprit de corps
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Weber’s Theory of BureaucracyWeber was a German sociologist of the late
19th/early 20th century Six facets of bureaucracy Clearly defined hierarchyDivision of labor Centralization of decision making and power
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Weber’s Theory of Bureaucracy Six facets of bureaucracy (continued) Relatively closed system Technical cores (Thompson, 1967)
Importance of rules Functioning of authority
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Weber’s Theory of Bureaucracy Authority is based on one of three grounds Traditional (legitimate) authority Charismatic authority Rational-legal authority Dominates in bureaucratic systems
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Taylor’s Theory of Scientific Management Taylor – U.S. businessman – early 20th
century Concentration on micro level of
organizational functioning
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Components of Scientific Management There is one best way to do every job Time and motion studies
Proper selection of workers Training workers in manner suggested by
time and motion studies
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Components of Scientific Management Inherent difference between management
and workersManagers best suited for thinking and planning
Workers best suited for laboring
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Scientific Management Scientific Management should correct past
problems Problem of uneven work should be eliminated
Piece rate should be based on minimum standards set
Systematic soldiering would be diluted
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Classical management in Organizations Today Classical management prevalent
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Classical Structure in Today’s Organizations Division of labor and strict hierarchyMilitary organizationsManufacturing and service organizations Nonprofit organizations
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Not All Organizations Use Classical Structure Division of labor blurred Cross-functional teamsMatrixing of tasks Freer flow of communication
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Classical Job Design and Rewards in Today’s Organizations Often looking for one best way to
accomplish tasks Fitting the job to the individual Concerned with role of financial rewards in
motivation
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McGregor's Theory X and Theory Y Theory XManager influenced by most negative aspects of classical management
Theory YManager who adheres to precepts of human relations movement
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Propositions of Theory X Manager Responsible for organizing People must be controlled and motivated Average man is indolent Lacks ambition Inherently self-centered Resistant to changeGullible
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Theory Y View of Human Nature Expenditure of effort natural External control and punishment not only
means Commitment to objectives function of
rewards associated with achievement Average human accepts responsibility Capacity to exercise imagination and
ingenuity not rare Intellectual potentialities only partially
utilized
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Human Relations and Human Resources in Organizations Today Human relations ideas seen in attitude of
management toward employees Human relations principles seen in job
design
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Human Resources Developments Consideration of organizations as learning
systems Development of systems of knowledge
management Learning organizations (Senge, 1990)
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The “What” of Human Resources Programs Team management Employee involvement
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The “How” of Human Resources Programs Research suggests these programs often
don’t workMore than a belief is required for success