Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
management chapter 1
The History of Management Thought
| Question | Answer |
|---|---|
| Classical theories approach | economic rationality: always act in your own economic best interest types of classical theories: bureaucracy, scientific |
| Classical theories - bureaucracy | max weber, 1947, an ideal, intentionally rational, and efficient form of organization; based on principles of logic, order, and legitimate authority (hierarchy, chain of command); creates fairness and consistency |
| Classical theories - scientific | FW Taylor 1911, all about efficiency, conducted time and motion studies (watched people work), lost workers their jobs which brought about department of labor regulations |
| Weber's Tenents of Bureaucracy | 1.Formal authority derived from one's position 2.promotions based on performance 3. Authority/responsibility should be clearly specified 4. Hierarchy/clear reporting relationships 5. Managers must create rules, standards, and norms to get desired behavior |
| Flaws of Bureaucracy | Still see favoritism, can be inefficient (too many levels, etc), sometimes rigid and inflexible |
| Why is Bureaucracy a Classical Approach? | Clear rules (if you do "x", you get "y" as a reward) Promotions from hard work, economically rational on the organization's part because good performance is rewarded |
| Behavioral Theories Approach | There are other factors that play into human decisions besides just acting in self interest |
| Behavioral theories-Mary Follett | Authority should go with knowledge, whether it is up the line or down Workers should be able to exercise initiative Asked workers how they felt/what they wanted |
| Behavioral Theories-Hawthorne Studies | Elton Mayo: 1924, measured affects of illumination on efficiency No matter what the lighting, the productivity of factory workers went up |
| Hawthorne Effect | Worker's attitudes changed when they knew they were being watched; they performed better |
| Social Effects of the Hawthorne Studies | Workers enjoyed the smaller/intimate settings; developed their own group norms (driven to meet productivity norms)-group norms eliminated rate busters (overachievers) and chisellers (those who brought the group down) |
| Behavioral Theories-McGregor's Theory X and Y | 1960, workers will work based on how you treat them |
| McGregor's Theory X | workers dislike work, lack ambition, irresponsible, resist change, prefer to be lead |
| McGregor's Theory Y | workers are willing to work, self-control, accept responsibility, empower workers |
| Theory X and Theory Y Self-Fulfilling Prophecy | Type X: if manager treats workers badly, they will be discouraged and lose purpose/productivity Type Y: opposite of Type X |
| Modern Management Approaches | Quantitative Analysis, Qualitative Analysis, Contingency Thinking |
| Modern Management Approaches-Quantitative Analysis | Collecting/analyzing data in order to make informed decisions, numeric values, analyze people's behavior and use data to predict future behavior -Hawthorne Effect is quantitative because of levels of illumination and productivity were measured |
| Modern Management Approaches-Qualitative Analysis | no data or surveys, uses free-form open ended questions |
| Modern Management Approaches-Contingency Thinking | There is not going to be one best way to solve a problem; solution will be based on the situation (based on employee attitudes, manager attitudes, and different variables |
Created by:
olma2612
Popular Management sets