How today's managers use scientific management:
Many of the guidelines and techniques that Taylor and the Gilbreths devised for improving production clemency are still used in organizations today. When managers analyze the basic work tasks that inputs be performed, use time-and-motion study to eliminate wasted motions, hire the best-qualified workers for a job, or design incentive systems based on output, They're
using the principles of scientific Management.
General administrative theory:
Focused more on what managers do and what constituted good management practice. We introduced Henri Fayol in Chapter 1 because he first identified five functions that managers perform: planning, organizing, commanding, coordinating, and controlling. Fayol wrote during the same time period as Taylor. While Taylor was concerned with first-line managers and the scientific method, Fayol's attention was directed at
the activities of (ll) managers. He wrote from his personal experience as the
managing director of a large French coalmining firm.
Fayol described the practice of management as something distinct from accounting, finance, production, distribution, and other typical business functions. His belief that management was an activity common to al business endeavors, government, and even the home led him to develop 14 principles of management-fundamental rules of management that could be applied to all organizational situations and taught in schools. These principles are shown in
Fayol's 14 principles of Management?
I )
Division of Work.
Specialization increases output by making employees more efficient.
2. )
Authority.
Managers must be able to give orders, and authority gives then this right.
3.)
Discipline.
Employees must obey and respect the rules that govern the organization
4,)
Unity of command.
Every employee should receive orders from only one superior
5.)
Unity of direction.
The organization should have a single plan of action to guide managers
and workers.
6.)
Subordination of individual interests
to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the
organization as a whole.
7. )
Remuneration.
Workers must be paid a fair wage for their services.
8.)
Centralization.
This term refers to the degree to which subordinates are involved in
decision making.
9. )
Scalar chain.
The line of authority from top management to the lowest ranks is the
Scalar chain.
10.)
Order.
People and materials should be in the right place at the right time
11. )
Equity.
Managers should be kind and fair to their subordinates.
12. )
Stability of tenure of personnel.
Management should provider orderly personnel planning
and ensure that replacements are available to fill vacancies.
13.)
Initiative.
Employees who are allowed to originate and carry out plans will exert high
levels of effort.
14.)
Esprit de corps. Promoting term spent will build harmony and unity within the organization.
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Weber (pronounced VAY-bar) was a German sociologist who studied organizations Wanting in the early 1900s, he developed a theory of authority structures and relations based on an ideal type of organization he called a bureaucracy a form of organization characterized by division of labor, a delay defined hierarchy, detailed rules and regulations, and impersonal relationships. Weber recognized that this "ideal bureaucracy" didn't exist in reality. Instead he intended it as a basis for theorizing about how work could be done in large groups. His theory became the structural design for many of today's large organizations. Bureaucracy, as described by Weber, is a lot like scientific management in its
ideology. Both emphasized rationality, predictability, impersonality, technical
competence, and authoritarianism. Although Weber's ideas were less practical than Taylor's, the fact that his "ideal type still describes many contemporary organizations attests to their importance.
How today's managers use general administrative theory
Several of our current management ideas and practices can be directly traced to the contributions of general administrative theory. For instance, the functional view of the man-
ager's job can be attributed to Fayol. In addition, his 14 principles scarves as a frame of reference from which many current management concepts-such as managerial authority, centralized decision making, reporting to only one boss, and so forth-have evolved.
Weber's bureaucracy was an attempt to formulate an ideal prototype for organizations. Although many characteristics of Weber's bureaucracy are still evident in large organizations, his model isn't as popular today as it was in the twentieth century. Many managers feel that a bureaucratic structure hinders individual employees creativity and limits an organization's ability to respond quickly to an increasingly dynamic environment. However, even in flexible organizations of creative professionals-such as Microsoft, Samsung, General Electric, or Cisco Systems-some bureaucratic mechanisms arc necessary to ensure that resources are used efficiently and effectively.
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