E2 Flashcards
Theories of management
Fayol - administrative theory
There are five primary functions of management
PO C,CC
Planning, organising, commanding, coordinating, controlling.
Emphasises clear, communication, division of labour and adherence to establish procedures.
Frederick, Taylor
Scientific management
Management could be formulated as an academic discipline
Best results come from the partnership between a trained and qualified management and a cooperative and informative workforce.
Each side needed the other, and there was no need for trade unions 
E Mayo
Behavioural theory of management
Work satisfaction depends largely on informal social relationships between employees and the relationship between said employees and management.
The Hawthorn affect refers to the change in behaviour of performance when people are faced with new or increased attention.
M Webber
Bureaucratic theory
Under bureaucracy, power is defined, very precisely with rules, governing every action
An organisation, typified by formal processes, standardisation, hierarchic procedures, and written communication.
The project triangle?
Time, cost, quality
4D of projects
Define the project in its goals
Design the project to address the goals.
Deliver the project with adequate resources
Develop the process
Project tools
Work streams
Progressive completion of task completed by different groups within a company which are required to finish a single project
Project tools
Work breakdown schedule
A visual summary of the project and its key tasks, allowing the total cost to be seen and allowing jobs to be allocated to appropriate staff.
Breaks a project down into smaller tasks making them easier to plan organise and track
Progress.
Project tools
GANNT
A graphical representation of the duration of task against the progression of time, providing a useful tool for planning and scheduling projects.
Normally uses two bars, one showing the plantation one showing the actual duration
Project tools
Network diagrams (critical path analysis)
Involves breaking a project into a sequence of tasks and estimating the duration of them.
The critical path is the longest path through the network and the shortest time to complete the project
Project tools.
Project evaluation review technique (PERT)
A deluxe version of network diagrams, use with the product is complex where there is uncertainty surrounding the activities and durations
For each task. A best possible time worst possible time and most probable time is used to determine an expected completion time.
Project buffering
Feeding buffer, added to non-critical tasks that feed to critical tasks
Capacity buffer used in multi project programs to reduce the likelihood of projects adversely affecting each other
Resource buffer added to key resources to ensure they are available when required
Tuckman.
Forming
Team members behave independently
Meet for the first time and learn about a task.
Maybe motivated, but ununiformed.
Usually on their best behaviour
Supervisors at this stage tend to be directive
Tuckman.
Storming
Different ideas, compete for consideration.
Most painful stage of team development
Maturity members determine whether a team will move out of this stage. Immature team members will begin to demonstrate how much they know to convince others Their ideas are correct.
Supervisors of the team need to be more accessible, but still directive and their guidance
Norming
Tuckerman
Members adjust behaviour to each other and develop work habits that make teamwork more natural and fluid.
They agree, values, rules, professional behaviour and trust each other.
Motivation increases
Creativity may be lost if Norming behaviours become too strong. Danger of group think.
Supervisors of the team Tend to be more prescriptive than in earlier stages
