Chapter 2 Flashcards

(28 cards)

1
Q

Industrial Revolution

A
  • Shift from agrarian society to an industrialized society.

- Power, transportation, and communication

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2
Q

Captains of the Industry

A
  • John D. Rockefeller (oil)
  • James B. Duck (tobacco)
  • Andrew Carnegie (steel)
  • Cornelius Vanderbilt (steamships and railroads)
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3
Q

Sherman Antitrust Act

A
  • sought to check corporate practices in restraint of trade.
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4
Q

Frederick W. Taylor & Scientific Management

A
  • Found that workers put forth less than 100% effort.
  • Soldiering = ees who intentionally restrict output.
  • Focus on improving EFFICIENCY
  • Workers were paid for attendance and position, not output.
  • One best way to perform a task
  • Work out most efficient way (custom to empiricism)
  • Max output with minimum effort
  • Incentives (piecework)
  • Management vs. operations (workers)
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5
Q

Henry Towne

A
  • Stressed that engineers should be concerned with the financial and profit orientations of the business as well as their traditional technical responsibilities.
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6
Q

Morris Cooke

A

The application of scientific management to educational and municipal organizations.
- Labor was as responsible for the production as scientific management was.

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7
Q

Henry Gantt

A
  • Work in production control and his invention of the Gantt chart (depicts expected and completed production).
  • Stated publicly the social responsibility of management and business.
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8
Q

Frank and Lillian Gilbreth

A
  • Used motion picture films to study hand and body movements to eliminate wasted motion.
  • Concern for the worker (first lady of management)
  • efficiency
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9
Q

Taylor’s 4 main points

A
  1. The one best way to perform a task
  2. Value of matching the job to the worker
  3. Understand reasons for changes
  4. Interdependence between mgmt and workers
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10
Q

Fayol’s Theory of Mgmt

A
  • Looked at the whole organization & mgmt.
  • Mgmt has an impact on business success
  • 1st statement on a theory of general mgmt.
  • Emphasized the management of organization.
  • Fairness for workers is important
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11
Q

Fayol’s 14 principles

A
  1. Division of work
  2. Authority
  3. Discipline
  4. Unity of Command (one superior)
  5. Unity of direction
  6. Subordination of individual interests to general interests
  7. Remuneration (wages depended on a lot)
  8. Centralization
  9. Scalar Chain (shows the line of authority)
  10. Order
  11. Equity
  12. Stability of tenured personnel (orderly planning)
  13. Initiative
  14. Esprit de corps (harmony)
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12
Q

Fayol’s 5 primary mgmt functions

A
  1. Planning
  2. Organizing
  3. Commanding
  4. Coordinating
  5. Controlling
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13
Q

Period of Solidification

A

A period in the 1920s and 1930s in which mgmt became recognized as a discipline.

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14
Q

Human Relations

A
  • Impact of Great Depression
  • Rise of Unions
  • Greater focus on the employee
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15
Q

Hawthorne Studies

A
  • Western Electric
  • Regardless of the level of light or other factors that were changed, output of the workers increased
  • Showed that small level of observation makes ees feel valued.
  • 1974
  • Moved away from treating workers as an extension of the machine.
  • Significance of effective supervision to both productivity and ee morale as well as being included in decisions.
  • Psychological and social conditions rather than the environment.
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16
Q

Mary Follett

A
  • The fundamental problem of any organization is to build and maintain dynamic yet harmonious human relations within the organization.
17
Q

Lincoln Electric Company

A
  • Effective cooperation requires rewards
  • EE stocks
  • Incentive system with a request for cooperation
  • Advisory board of ees
  • Piece-rate system
  • Suggestion system
  • year-end bonuses
  • life insurance for all ees
  • 2 weeks of paid vacation
  • Annuity pension plan
  • promotion policy
18
Q

Henry Dennison

A
  • Strengths of an organization come from its members and the sources of power are incentives, habits, and traditions.
  • Mgmt to provide conditions and draw like minded people together.
19
Q

McCormick multiple-mgmt plan

A

Uses participation as a training and motivational tool by selecting promising young ees from various company departments to form a junior board of directors.

20
Q

Bottom up mgmt

A
  • Encouraged widespread delegation of authority to solicit the participation of all employees from the bottom up.
21
Q

Scanlon Plan

A
  • Group rewards for participation
  • Employees shared in reduced costs rather than increased profits.
  • Unions and mgmt could work together.
22
Q

Process/Functional Approach to Mgmt

A

Focuses on the mgmt functions of planning, controlling, organizing, staffing, and leading.
- Sheldon, Davis, and Fayol

23
Q

Management Theory Jungle

A
  • Koontz

- The division of thought that resulted from the multiple approaches to studying the management process.

24
Q

The systems approach

A
  • Internal and external environmental factors as an integrated whole.
  • Closed system that is influenced by its internal and external environmental factors.
  • Suppliers and receivers viewed in a minimalistic way.
25
Soft Systems Model
- Organizations with fuzzy boundaries | - Tend to favor over a closed system
26
The Contingency Approach
- Different situations and conditions require different management approaches. - Everything relies upon the context. - No one way to manage - Victor Vroom interested in the impact of context. - Time urgent = authoritarian approach - Less time urgent = participative leadership.
27
The Japanese Management Movement and Theory Z (Ouchi)
- Long term employment - Consensual, participative decision making - Individual responsibility - Slow evaluation and promotion - informal control with formalized matters - Specialized career paths. - Holistic Concern
28
The Search of Excellence (Peters and Waterman)
1. Bias for action 2. Close to the customer 3. Autonomy and entrepreneurship 4. Productivity through people 5. Hands on; value driven 6. Stick to the knitting 7. Simple form; lean staff 8. Simultaneous lose-tight properties