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chapter 2 Flashcards

(52 cards)

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1
Q

father of management

A

Henry fayol

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2
Q

father of scientific management

A

FW Taylor

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3
Q

principle

A

a statement which reflects the fundamental truth about some phenomena based on cause and effect realtionship.

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4
Q

management principles

A

broad and general guidelines of decision making and behaviour of managers

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5
Q

difference between management principles and scientific principles

A

management principles are:
1. very flexible
2. applied with creativity
3. have to keep peace with changes in the environment

pure science principles
1. rigid
2. applied in absolute or static manner
3. do not change with time

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6
Q

nature of principles of management

A
  1. flexible
  2. formed by practice and experimentation
  3. universal applicability
  4. contingent
  5. cause and effect relationship
  6. mainly behavioural
  7. general guidelines
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7
Q

importance of management principles

A
  1. scientific decisions
  2. providing mangers with useful insights into reality
  3. management training, education and research
  4. fulfilling social responsibilities
  5. optimum utilisation of resources and effective administration
  6. meeting changing environment requirements
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8
Q

Henry Fayol occupation

A

minning engineer

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9
Q

nemonic for general principle of management

A

DAD U C USSR O I SEE

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10
Q

full form of DAD U C USSR O I SEE

A
  1. division of work
  2. authority and responsibility
  3. discipline
  4. unity of command
  5. centralisation and decentralisation
  6. unity of direction
  7. scalar chain
  8. stability of tenure of personnel
  9. remuneration of employees
  10. order
  11. initiative
  12. subordination of individual interest to general interest
  13. equity
  14. espirt- de- corps
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11
Q

division of work

A
  1. division of work promotes specialisation
  2. each job be assigned to the person according to his capacity or qualification and experience.
  3. division of work promotes efficiency
  4. Fayol suggested that division of work not only at factory but at management levels as well as to improve the productivity accuracy and speed of workers
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12
Q

authority and responsibility

A
  1. authority and responsibility go together
  2. there should be a partly or balance between authority and responsibility
  3. Fayol stressed that right and power to give orders should be balances by the responsibility for performing necessary functions.
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13
Q

discipline

A
  1. discipline is the obedience to organisational rules ad regulations of employment agreement
  2. it is immaterial whether these agreements are imposed on the employees or reached upon with their consent
  3. discipline is absolutely essential for the smooth running of the business.
  4. according to Fayol, discipline requires good superiors at all level, clear and fair agreements and judicious application of penalties.
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14
Q

unity of command

A
  1. this principles states that “a subordinate should receive orders and be responsible to only one boss”
  2. Fayol claimed that if unity of command is violated, “authority is undermine, discipline is en-dangered, order disturbed and disability threatened “
  3. if there are two or more superiors for an employee, it will undermine discipline, create confusion and disturb order and stability
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15
Q

unity of direction

A
  1. Fayol advocated, “one head and one plan” for a group of activities having the same objective.
  2. unity of direction implies that efforts of a group are directed towards a common goal.
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16
Q

difference between unity of command and unity of direction

A

unity of command
1. one subordinate should receive orders from and should be responsible to only one superior
2. it prevents dual subordination
3. it affects an individual employee.

unity of direction
1. each group of activities having the same objective must have one head and one plan
2. it prevents overlapping of activities
3. it affects the entire organisation

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17
Q

subordination of individual interest to general interest

A
  1. the interest of an organisational should take priority over the interests of any one individual employee
  2. in all situations the interest of the group will supersede the interest of any one individual employee
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18
Q

remuneration of employees

A
  1. the overall pay and compensation should be fear to both employees and the organisation
  2. the employees should be paid for wages, which should give them a reasonable standard of living
  3. at the same time, it should be within the paying capacity of the organisation.
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19
Q

centralisation and decentralisation

A
  1. centralisation reserves the decision making power at top level while decentralisation distributes the power at every level of the management,,
  2. the degree of centralisation of authority should vary according to the needs of the situation
  3. according to Fayol, there should be proper balance between centralisation and decentralisation is the organisation.
  4. any organisation can’t be completely centralised or decentralised.
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20
Q

Scalar chain

A

the solar chain is a chain of authority and communication from the highest to the lowest rank.
every communication should follow the prescribed route
the main disadvantage of scalar chain is that communication takes too much time as the order comes from the top level to the bottom in the chain.

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21
Q

order

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A

A place of everything (everyone) and everything (everyone) in its place.
Fayol suggested that every material should be kept at a fixed place and there should fixed seat/place for every employee of the organisations so that no time and energy is wasted in the search of that material or men.
this will remove all hindrances in the activities of the business and will lead to increased productivity.

22
Q

equity

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A

equity refers to kind and fair treatment to all employees.
this will infuse loyalty and devotion among the employees.
for Fayol, equity does not mean a total absence of force or harshness. at times forces becomes necessary for the sake of equity.

23
Q

stability of tenure of personnel

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A

Fayol emptied that employees should not be moved frequently from one position to another,
once selected they should have stability of tenure
they should be given reasonable time to show results.

24
Q

initiative

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A

initiative is the power of thinking out a plan and executing the plan without being asked to do so.
it stimulates human endeavour
the best suggestion/ initiative should be rewarded

25
esprit-de-crops
management should promote a team spirit of unity and harmony among employes. 'I' should be replaced with 'we' in all conversations Fayol cautioned the managers against diving the employees in to competing against because it might damage the morale of the workers and the interest of undertaking in the long run.
26
principles of scientific management
1. science, not rule of thumb 2. harmony, not discord 3. cooperation, not individualism 4. development of each and every person to his/ her greater efficiency and prosperity
27
science, not rule of thumb
1. Taylor has emphasised that each job performed in the organisation should be based on scientific inquiry and not on intuition, experience and hit and miss methods. 2. scientific method requires cause and effect as the exact measures of efforts and output to be kept in view for any work to be performed.
28
harmony, not discord
1. Taylor believed in co-operation and not individualism. 2. in group action, those who work together should carry out their tasks in harmony, that is with mutual give and take and proper understanding 3. Taylor advocated a complete mental revolution on the part of both managers and workers
29
cooperation, not individualism
1. this principles is an extension to harmony, not discord. 2. scientific management requires that workers should be carried out by the individuals in co-operation with each other based on mutual confidence and sense of goodwill. 3. Taylor suggested that while seeing standards, employees who are supposed to perform, should be involved in that process
30
development of each and every person to his or her greater efficiency and prosperity
1. according to this principle, the efficiency of each and every person should be taken care of right from his/ her selection. 2. Taylor insisted that each and every employee should be given worker according to his/her physical, mental and intellectual capabilities. 3. this will ensure greatest efficiency and prosperity for both employee and employer.
31
techniques of scientific management
1. functional foremanship 2. standardisation and simplification of work 3. work study 4. differential piece wage system
32
functional foremanship
1. in this technique, Taylor suggested the division of factory into two departments: 1. panning department 2. production department 2. Taylor felt that workers must be free from the burden of planning and they must concentrate on work and production. 3. this technique is an extension of the division of work and specialisation on the shop floor.
33
functional foremanship devision
factory manager then planning incharge and production incharge planning incharge is further dived to, disciplinarian, instruction card clerk, time and cost clerk and route clerk. production incharge is further divided into speed boss, inspector, repairs boss and gang boss
34
instruction card clerk
this foreman is responsible for giving general instructions necessary to carry out the job in a specified manager
35
route clerk
this foreman is responsible to fix up the sequence of steps for performing mechanical jobs
36
time and cost clerk
this foreman is responsible to fix up the time and cost for starting and completing a job
37
disciplinarian
this foreman is responsible for the performance of the job in an orderly and systematic way.
38
gang boss
he arranges all the machines, tools and other resources required for the performance of the job so that there is no delay
39
speed boss
this foreman assures timely completion of job
40
repair boss
this boss ensures that machines and tools are kept in working conditions.
41
inspector
this boss keeps a check on the quality control of the output
42
standardisation and simplification of work
standardisation refers to the process of setting standards of every business activity according to Taylor, to set up standards managers must make use of work study simplification emphasis the elimination of unnecessary diversity of style, sizes and types as more varieties means more inventory, more type of machinery, more labour cost etc. it will also help improving the quality and reduction of cost.
43
objectives of standardisation
1. to maintain quality standards 2. to sell up performance standards for men and machines 3. to reduce a given line of products to fix type, size and characterises.
44
work study
it ensures maximum production at minimum cost and gets the best contribution from every factor
45
work study is further divided to
1. fatigue study 2. method study 3. time study 4. motion study
46
fatigue study
1. a person is bound to get tired when he is performing a job for a long time. 2. Taylor suggested that the time and frequency of the rest interval should not be decided by the wish and experience of the manager but to give a scientific approach, a fatigue study must be conducted.
47
method study
1. this method study technique of scientific management is conducted to find out the best way of performing the job which keeps minimum production cost and makes maximum use of resources of the organisation 2. Taylor suggested that method of production should not be decided by the rule of thumb method. 3. all the methods must be tired in the organisation and the one which brings maximum benefits with minimum cost must be selected 4. the objective of the method study is to minimise the cost of production and maximum quality and consumer satisfaction.
48
time study
1. the objective of the time study is to determine the standard time takes by a worker, number of workers to be employed, frame suitable incentive schemes and determine the labour cost. 2. Taylor suggested that time required to perform the job should not be decided by intuition, will and wish of the manager, buy time study be conducted to determine standard time.
49
motion study
1. the objectives of motion study is to eliminate unnecessary and wasteful movement so that it takes less time to complete the job efficiently 2. it helps increase productivity 3. Taylor used stopwatches and various symbols and colours to identify different motion.
50
differential piece wage system
1. this technique emphasises paying different rates of wages for efficient and inefficient employees. 2. Taylor wanted to differentiate between efficient and inefficient workers. 3. he wanted to reward efficient workers 4. so, he introduced different rate wage payment for those who performed above standard and those who performed below standard.
51
similarities between Taylor and fayol
1. both suggested division of work for specialisation 2. both insist on co-operation between employees and employers 3. both give importance to organisational interest over the individual interests 4. the main aim of Taylor as well as fayol is maximum efficiency 5. the principles of both is used as the basis for research in the field of management studies,
52
difference between Taylor and fayol
Henry fayol 1. perspective- top level of management 2. applicability- applicable universally 3. basis of formation- personal experience 4. focus- improving overall administration 5. personality- practitioner f.w. Taylor 1. perspective- shop floor level of a factory. 2. applicability- applicable to specialised situations 3. basis of formation- observation and experimentation 4. focus- increasing productivity 5. personality- scientist
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