The process by which a division of labor occurs as different workers specialize in different task over time.
The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
Administrative management
The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness.
A formal system of organization and administration designed to ensure efficiency and effectiveness.
Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals.
Standard operating procedures (sop)
Specific sets of written instructions about how to perform a certain aspect of a task.
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization.
A reporting relationship in which an employee receives orders from, and reports to, only one superior.
The chain of command extending from the top to the bottom of an organization.
The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.
The finding that a manager's behavior or leadership approach can affect workers' level of performance.
A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity.
The system of behavioral rules and norms that emerge in a group.
The study of the factors that have an impact on how individuals and groups respond to and act in organizations.
A set of negative assumptions about workers that lead to the conclusion that a manager's task is to supervise workers closely and control their behavior.
A set of positive assumptions about workers that lead to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction.
Management science theory
An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources.
Organizational environment
The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources.
The idea that the organizational structures and control systems managers choose depend on- are contingent on- characteristics of the external environment in which the organization operates.
An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.
An organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected.
Analyzing a company's input, conversion, and output closely to monitor performance.
each worker did all of the 18 steps involved in making a pin
each specialized in one or a few steps; more efficient than craft style
Process by which a division of labor occurs as different workers specialize in specific tasks over times
The systematic study of the relationships between people and tasks for the purpose of redesigning the work process to increase efficiency ; Driven by division of labor & specialization
optimize, standardize, staff, and reward
Frederick Taylor's four principles of scientific management
find "one best method" for a task/job, by detailed study and experimentation
codify new methods and establish standard procedures
elect workers whose skills match the task
identify and pay premium for high performance levels
managers gained control of work, workers lost control; benefits went to organization, not workers; workers came to distrust management
cons of scientific management
administrative management
The study of how to create an organizational structure that leads to high efficiency and effectiveness
developed the principles of bureaucracy as a formal system of organization and administration designed to ensure efficiency and effectiveness
1. rules and emphasis on authority tend to make bureaucracies inflexible 2. written rules & procedures & approvals make it time consuming to get things done
limitations and bureaucracy
Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals
standard operating procedures (SOPs)
Specific sets of written instructions about how to perform a certain aspect of a task
Unwritten, informal codes of conduct that prescribe how people should act in particular situations
The study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals
workers' attitudes toward their managers affect the level or workers' performance
informational organization
the system of behavioral rules and norms that emerge in a group
advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity
the study of the factors that have an impact on how individuals and groups respond to and act in organizations
The average employee is lazy, dislikes work, and will try to do as little as possible
Employees are not inherently lazy; Given the chance, employees will do what is good for the organization
management science theory
Emphasizes rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services
uses mathematical techniques to help managers make decisions
gives managers a set of techniques they can use to analyze any aspect of an organization's production system to increase efficiency
focuses on analyzing an organization's input, conversion, and output activities to increase product quality
management information systems
gives managers information about events occurring inside the organization as well as in its external environment
organizational environment theory
The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources
A system that takes resources for its external environment and transforms them into goods and services that are then sent back to that environment where they are bought by customers
A self-contained system that is not affected by changes in its external environment ; likely to experience entropy and lose its ability to control itself
The idea that the organizational structures and control systems manager choose are contingent on characteristics of the external environment in which the organization operates ; "There is no one best way to organize"
larger size requires more formal procedures and more layers of management
complexity of product line
organizations with many different products should be organized into divisions (lighting, aircraft engines, etc.) rather than by functions (finance, marketing, etc.)
environmental (marketplace) turbulence
organizations facing rapidly changing markets and technologies have to be flexible and responsive, so they should be less bureaucratic
a formal system of organization and administration designed to ensure efficiency and effectiveness
the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources
a reporting relationship in which an employee receives orders from, and reports to, only one superior
the chain of command extending from the top to the bottom of an organization
the concentration of authority at the top of managerial hierarchy
the singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources
the justice, impartiality, and fairness to which all organizational members are entitled
the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities
the ability to act on one's own without direction from a superior
obedience, energy, application, and other outward marks of respect for a superior's authority
shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group
the tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate
performance gains that result when individuals and departments coordinate their actions
an organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely specified
an organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected
scientific management theorists
administrative management theorists
McGregor and Mayo & Roethlisberger
behavioral management theorists
father of management thought; developed 4 principles to increase efficiency
studied the effect of fatigue on performance; refined analysis of work movements
bureaucracy; rules, SOPs, and norms provide guidelines
14 principles of management; a need for unity of direction
the Hawthorne studies; the human relations movement
influenced the HP way; Theory X and Theory Y
scientific and administrative management
2 major components of classical management theory
the systematic slowdown in work by laborers in order to keep their managers ignorant of how fast the work can actually be done
used organizations as sets of interrelated parts to be managed as a whole with the purpose of achieving a common goal
known for introducing continuous improvement and statistical process control to improve quality