- What is an organisation?
An organisation is a collection of people working together, with divided labor, to achieve a common purpose. It transforms resource inputs (people, money, materials) into outputs (goods/services) to fulfill a social need.
- What are the two perennial problems organisations face?
Division of Labour: Breaking goals into specific tasks.
Integration of Effort: Ensuring cooperation (motivation) and coordination (logistics) among employees
- How does Uber exemplify a new organisational form?
Division of Labour: ICT (app-based task allocation).
Integration of Effort: Algorithmic management (contracting, performance monitoring).
- What is the difference between efficiency and effectiveness?
Efficiency: Minimizing resource waste (doing things right).
Effectiveness: Achieving goals (doing the right things).
Example: A team hitting targets but overspending is effective but not efficient.
- What are Fayol’s four management functions?
Planning: Setting goals.
Organising: Assigning tasks.
Leading: Motivating employees.
Controlling: Monitoring progress.
- What are Mintzberg’s three managerial roles?
Interpersonal: Figurehead, leader, liaison.
Informational: Monitor, disseminator, spokesperson.
Decisional: Entrepreneur, disturbance handler, resource allocator, negotiator.
- What is Taylor’s Scientific Management?
A systematic approach to maximize efficiency:
Standardize work processes.
Select/train workers scientifically.
Incentivize productivity.
Impact: Increased output but worker dissatisfaction.
- What are Weber’s principles of Bureaucracy?
Rational/impersonal rules.
Clear hierarchy.
Merit-based advancement.
Impact: Fairness but rigidity
- What is the Hawthorne Effect?
The phenomenon where workers perform better when observed, highlighting the impact of social/psychological factors (not just physical conditions).
- Compare Theory X and Theory Y.
Theory X: Assumes workers dislike work and need control (authoritarian).
Theory Y: Assumes workers are self-motivated and thrive on responsibility (empowering).
- What is Maslow’s Hierarchy of Needs?
- Physiological → 2. Safety → 3. Social → 4. Esteem → 5. Self-actualization.
Critique: Ignores social/political contexts.
- What is Systems Thinking?
Viewing organisations as interconnected systems where parts interact dynamically (e.g., feedback loops). Focuses on synergy and interdependence.
- What is Contingency Theory?
There’s no “one best way” to manage; solutions depend on situational variables (e.g., industry, culture).
- What is Algorithmic Management?
Using self-learning algorithms to allocate, monitor, and evaluate work (e.g., Uber). Impacts: Reduced autonomy, increased insecurity.
- What are the three threads of Critical Management Studies (CMS)?
De-naturalisation: Questioning assumed norms (e.g., hierarchy).
Anti-performativity: Focusing on means, not just ends (e.g., profit vs. ethics).
Reflexivity: Acknowledging researcher bias in management theories.
- Name two critiques of management theory.
Pseudoscience: Dressing common sense as new theory.
Faddishness: Contradictory trends (e.g., “old wine in new bottles”). (Micklethwait & Wooldridge)
- What is TQM (Total Quality Management)?
A customer-focused approach emphasizing:
Employee involvement.
Continuous improvement.
- How did Adam Smith’s Pin Factory illustrate division of labour?
Specialization increased output from 100 pins/worker/day to 360 pins/worker/day via task segmentation.
- What is the Human Relations Movement?
A shift toward valuing employee social needs and workplace relationships to boost productivity.
Effective but no efficient:
goal reached but wasted resources
Effective and efficient:
Goal and resources well used
Neither:
Nether was achieved and was waste
Efficient but not effective:
Goal not achieved but no wasted resource
Q:Henri Fayol’s key management principles?
- Division of work (↑productivity).
- Authority/responsibility (managers must have authority).
- Discipline
- Unity of command (one supervisor per employee).
- Decentralisation/centralisation
