Who is widely regarded as the father of Scientific Management?
Frederick Taylor
Scientific management removes all responsibility to the manager, what points are transferred away from the employee?
- Removes all discretion from the workers 2. focuses workers on a simple, single task 3. Calculates the optimal way of working 4. Creates a structure so that employees are managed and supervised 5. The manager has all the knowledge and is the only person with understanding.
Henri Fayol - Principles are management - POCCCC
- Forecasting/Planning 2. Organising 3. Commanding 4. Co-ordinating 5. Controlling
Henri Fayol also suggested that organisation activities can be broken into 6 groups.
- Technical activities 2. Commerical activites 3. finincacial activities 4. securtiy actitivies 5. accounting activities 6. Managerial activites
Max Weber (1946) view of management was from a socio-philosophical view and not a Scientific view. What are his 3 sources of authority?
- Traditional right acquired through birth (King or Queen) 2. Charismatic personal skills which allows them to direct others.(Ghandi) 3. Rational Legal Organisational sanctioned. Formal leaders such as CEO’s
Contingency theory is based on the idea that ways to manage should depend on the context. What are the 3 factors that managers should frame their approaches?
- Organisational size 2. Technology 3. Enviromental uncertainty
What does contingency theory suggest for large or small organisation?
Contingency theory suggests where you have a large organisation you need a hierarchical structure with a narrow span of control. Where the organisation is small or has less supervision a flat hierarchy is better.
Deal and Kennedy (1982) suggest that what is the best way to control of organisation?
Culture - It is also highly popular and criticised
What 3 things do Atkinsons (1984) explain as a way of keeping an organisation cost-effective?
- Functional Flexibility - People are trained on a range of skills - Opposite to Taylor’s scientific management - The idea is that the company does need to bring in new staff, just redeploy its multi-trained staff. 2. Numeric Flexibility - Short-term contracts, Agency staff and temp to meet demand 3. Numeric Flexible - Pays only for work that is done - Commission only - Project-based contracts.
Name the other types of organisation flexibility?
- Mcdonaldization - Modern day scientific managment 2. Virtual Orgnaisation - Remote working, benifits such as cost, negitives such as motivation of staff 3. Franchising - Gaining global expose, while reducing risk 4. Outsourcing and Offshoring.
Corporate social responsibility (De George, 1987) has 5 main areas that should be investiagted, What are they?
- Analysis of cases of immorality in business - The study of business practices - The analysis of terms and concepts with respect to business ethics (Discrimination or ethics) - ‘meta-ethical’ (what is moral responsibilty) and how it related to business activites - ‘untangling of embdded problems’ which are often seen as multiple contrasting perpectives (e.g business investiment in developming countries)
Gulick and Urwick (1937) coined with acronym POSDCORB to explain six key management responsibilities?
- Planning 2. Organising 3. Staffing 4. Directing 5. COordinating 6. Reporting 7. Budgeting
What is Freeman definition of a Stakeholder?
Freeman (1984) explains ‘any group or individual that can affect or is affected by the performance of the achievement of the organisations objectives. (this can be everyone though?)
Explain Johnson (2008) stakeholder analysis - POWER vs. INTEREST
Explain Price (2009) stakeholder analysis - POWER vs. INTEREST
Scholes (1998) explains which points regarding mapping or planning stakeholders?
- It is too simplistic
- Can be too generic
- It is not agile if the situation changes the plan needs to re-assessed
- Power is perception and you may misjudge someone’s power
Explain what divergent activities are?
Stacy (2000) explains political conflict arises when objectives aligned between teams.
Toyota trying to reduce cost, while increase safety
What are French and Raven 5 sources of power?
- Legitimate - Role - CEO
- Reward - Ability to control the allocation of rewards
- Coercive - allocation of punishments, this can also be ostracism of employees
- Expert - Holding expert power of a role
- Referent - If people like someone, charisma and can develop trust.
