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ECUMAN1100

Evolution of Management Ch2

QuestionAnswer
Job specialisation the process by which a division of labour occurs as idfferent workers specialise in different tasks over time
Scientific management the systematic study of relationship between people and taksfor the purpose of redesigning the work process to increase efficiency
Frederick W Taylor Defined scientific management
Taylor's 4 principles of scientific management Develop each element of a job Scientific apporach to selection, training, development and teaching of workers. Managers actively cooperate with workers to ensure work is done. Equal division of work and responsibility.
Administrative management study of how to create an org structure that leads to high efficiency and effectiveness
Bureaucracy form system of org & administration designed to ensure effeciency and effectiveness
Authority power to how people accountable for their actions and to make decisions concerning the use of organisational resources.
Rules formal written instructions that specify actions to be taken under different circumstances to achieve org goals.
SOPs specific sets of written instruction about how to perform certain aspect of a task.
Norms unwritten, informal codes and rules of conduct that prescribe how people should act in particular situations.
5 characteristics of a bureaucracy Division of labour Hirearchy of authority Forma reules and procedures Impersonality Promotion and selection based on merit
Henri Fayol Principles of management
14 Principles of management Division of labour Authority and responsibility Unity of command Line of authority Centralisation Unity of direction Equity Order Initative Descipline Remuneration of personnel Stability of tenure of personnel Common good Esprit de corps
Equity justice, impartiality and fairness to which all org members are entitled.
Behavioural management study of how managers should behave to motivate, encourage high performance and commitment to org of employees.
Initiative ability to act on one's own, without direction from a superior.
Human relations movement advocates idea that supervisors should received behavioural training to manage subordinates in way that elicit their cooperation and increase productivity.
Information organisation system of behvoural rules ad norms that emerge in a group.
Organisational behaviour study of factors that affect how individuals and groups respond to and act in org.
Management science theory an approach to management that uses rigorous quantitative techniques to help managers make optimum use of org resources.
Organisational environment set of forces and conditions that operate beyond an organisation's boundaries but affect a manager's ability to acquire and use resources.
Open system a system that takes in resources fm its external environment and ocnerts them into G&S that are then sent back into that environment for purchase by customers.
Closed system a self contained systems not affected by changes occuring in its external environment.
Entropy tendency of a system to lose its ability to control itself & to dissolve & disintegrate.
Synergy performance gains that result when individuals & departments coordinate their actions.
Contingency theory organisational structures & control systems chosen by managers are contingent on characteristics of the external environment in which the organisation operates.
Mechanistic structure org structure where authority is centralised, tasks and rules are clearly specified, and employee are closely supervised.
Discipline obedience, enery, application and othter outward marks of respect for a superior's authority.
Order methodical arrangement of positions to provide an org with the greatest benefit and to provide employees with career opportunities.
Organic structure org structure where authority is decentralised to middle & first line managers, tasks & roles are left ambiguous to encourage employee cooperation & quick response.
Created by: 100001896844429
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