chapter 7: management approaches Flashcards
(40 cards)
what is the classical approach to management
classical approach stresses how best to manage and organise workers to improve productivity (output)
what are the two types of classical
classical-scientific –> org in factory
classical-bureaucratic –> structure
what si scientific managemnt
approach that studies a job in great detail to discover best way to perform it
what are the four principle of scientific management
- scientifically examine each process to determine most effective method for performing the task
- select reliable workers & train them to adopt the methods
- corporate with workers to ensure they use the methods
- divide work and responsibility ie managers organise & control and worker carry out work
define time and motion stduies
process of examining each step in production process and time taken to perform them
- used to analyse performance of certain task with objective of reducing a task to an effective minimum standard
- tasks were divided into smaller specialised activities
what was taylors belief abt employees
believed employees follow their own self-interest and siplay natural desire to avoid work
–>requiring tight control by managers to follow rigid rules and regulations based on hierarchy or authority
what is the downside of classical scientific
modern managers realise that without motivated and committed employees, empowered to analyse their own work habits and take responsibility for what they do, productivity will not improve
define bureaucracy
set of rules and regulations that control a bus
what does a bus employing classical bureau require
- a strict hierarchical organisational structure
- clear lines of comms and responsibility
- specialisation
- clearly defined job roles
- rules and procedures
- impersonal evaluation of employee performance to avoid bias
what are some classical-bureaucratic principles to assist managers
- discipline as a feature of leadership
- organisation’s goals take precedence over employee’s interests
- reward for effort should be fair
- security of employment is essential
-teamwork should be encouraged
what kind of structure is classcial managemnt
hierarchcial system of authority similar to layered & rigid organisational structure
whata re the adv and disadv of classical bureau
adv:
- shorter time to make decisions
- could lead to improved efficiency
- increased productivity
- clear chain of command
disadv:
- specialisation & repetitive tasks could lead to employee boredom
- less job satisfaction –> turnover
- discourage creativity/innovation
- organisation inflexible to changing conditions
define planning
is the preparation of a predetermined course of action for a bus
–>often referred to as the primary management function
–>provides vision, goals and strats to achieve goals and anticipate future directions for change
ability of manager to develop, implement & monitor plans will directly affect a bus’s success
what are the levels of planning and outline
strategic, technical and operational
1.strategic (long-term) planning - following 3-5 yrs to determine:
- where in market bus wants to be
- what bus wants to achieve in relation to competitors
2. tactical (medium-term) planning - flexible, adaptable usually 1-2 yrs assists in:
- implementing strategic plan
- allows bus to respond quickly to change
- achieved thru allocation of resources
3.operational (short-term) planning - provides specific detail of day to day ops that achieve short term goals
- daily and weekly production schedules
define organising and outline
organising: the structure or organisation to translate plans and goals into action
- process when management puts into practice the goals that were determined in planning stage
- what, who and how
- organising of financial, human and material resources to achieve goals of a bus
what are the steps of the organisation process
organisation process: is the range of activities that translate the goals of a bus into reality
1.determining the work activities - achieve management obj and break down jobs into smaller tasks
2. classifying and grouping individuals - grouped to improve efficiency by enabling appropriate allocation of resources eg departments
3. assigning work and delegating authority - determine who does the work or has responsibility in ensuring work is done
define controlling
controlling is the process of evaluating performance and taking corrective action to ensure that set obj are being achieved
–> compares what was intended to happen with what actually happened
what si the control process
- establish standards in relation to bus’s goals
2.measure performance and determine comparisons against benchmarks/standards - take corrective action - changing activities, processes and personnel to ensure goals met
what is an organisational chart
shows key roles/responsibilities and lines of comms
define management hierarchy
the arrangement that provides increasing authority at hgiher lvls of the hierarchy
–> senior managers have greater responsibility, accountability and power
what are characteristics of the pyramid shaped organisational structure
- rigid lines of comms
- numerous lvls of management
- clearly distinguishable organisational positions, roles and responsibilities
- hierarchical, linear flows of info and direction
- specialisation of labour resulting in tasks being divided into separate jobs
- chain of command that shows who is reposnsible to whom –> system that determines responsibility, supervision and accountability of members of the organisation
- centralised control with all strategic decisions made by senior management
describe a autocratic/authoritarian manager vs a democratic/participative manager
an autocratic manager would one thatmakes the decisions and tellls employees what to do whereas a participative manager presents problems, asks for suggestions and works tgt to make a decision
how do the two leadership styles control, increase staff participation and motivate staff
autrocratic: centralised, expects employees to follow order and motivates thru reawrds and sanctions
democratic: consults w/ employees and then decides, high lvl of employee empowerment, sense of fulfilment and satisfaction
tendencies of an autocratic leader
tends to make all decisions, dictates work methods, limits workers knowledge on the next step and frequently checks employee performance
- clear directive without listening to or permitting employee input
- controls ppl in bus closely & motivates thru threats and disciplinary actions
- expect compliance and obedience
- give more negative, perosnalised feedback
