Essay About Efficiency Of Workers And Chapter 2Classical Managementtheory Of Management

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CHAPTER 2Classical Managementtheory of management that focuses on the productivity, output and efficiency of workers, rather than the differences in behaviour that exist among themassumption: people are rationalScientific Management (Frederick Taylor)Administrative Principles (Henry Fayol)Bureaucratic Organizations (Max Weber)Scientific Management        Frederick Taylor:believed that when workers that did their jobs in their own ways and without clear and uniform specification, this caused them to lose efficiency and underperformbelieved that if workers were taught and helped by supervisors to always do their jobs in the right ways, this problem could be correctedgoal was to improve productivity of people at work and used the concept of “time study” to analyze the motions and tasks required in any job and to develop the most efficient ways to perform themFOUR Guiding Principles of Scientific ManagementDevelop a “science” for every job (rules of motion standardized tools, proper working conditions)Select workers with the right abilities for the jobTrain workers to do the job and motivate them to follow the job’s “science.”Help workers by carefully planning their work and by smoothing the way as they go about their jobs        motion study – doing a task with the least amount of physical motions               – ex. speed was the focus in a study of workers editing computer documents and copying data              among spreadsheets. It was found that people using 24-inch monitors did tasks 52%                      faster than those using 18-inch monitors. Researchers estimated that use of the larger                      monitors could save up to 2.5 labour hours per day.                Present-day ex. – At UPS, many workers are guided by carefully calibrated productivity                                 standards. Sorters are timed according to strict task requirements and are                                 expected to load vans at a set number of packages per hour. Global positioning                         technology plots the shortest routes and delivery stops are studied and                                         carefully timedAdministrative Principles        Henry Fayol:has 14 principles of management that he felt should be taught to all managersbelieved that management could be taughtwas concerned about improving the quality of managementFayol’s 14 PrinciplesDivision of labour – specializations of work will result in improvementsAuthority – managers have the right to give ordersDiscipline – behavior needs to be respectful and must be obedientUnity of command – each employee should have only one managerUnity of direction – the leader comes up with a plan and the others do their part to complete the planSubordination of individual interests – while at work, only work-relate things must be considered Remuneration – all employees should receive fair payment for their workCentralization – decisions are mostly made from the topScalar chain – businesses must have clear chain of command from top to the bottom of their business Order – there is a place for everything Equity – managers should be kind and fair Personnel tenure – there should be lifetime employment for workers Initiative – all managers and workers must work with initiative Esprit de corps – managers should work to build harmony among workersFIVE Rules of Management closely resembles the four functions of management: planning, organizing, leading, and controlling, that we talk about todayForesight – to complete a plan of action for the futureOrganization – to provide and prepare recourses to implement planCommand – to lead workers to get the best work towards the planCoordination – to work together on the planControl – to make sure things happen according to plan, if not correct itMost-Known Principles        scalar chain principle – clear line of communication        unity of command principle – each person should receive orders from 1 boss        unity of direct principle – for a activity, one person should be in charge of that activityBureaucratic Organizations(bureaucratic – a form of organization based on logic, order, and authority)        Max Weber:believed that organizations of his day often failed to reach their performance potentialFIVE Characteristics of the Bureaucratic OrganizationClear division of labour – each worker does on job and become skilled at that jobClear hierarchy of authority – each worker reports to someone above them (their boss)Formal rules and procedures – rules are written and followedImpersonality – no worker receives special treatmentCareers based on merit – workers are selected and promoted based on performancethe term “bureaucracy” or “bureaucrat” are now used negativelypossible disadvantages are more paperwork, slowness in handling problems, resistance to change, etc.Behavioural Management