Classical mgmt

Notas del editor

1. Classical Management began in the late 1800’s. It has three subfields; Scientific Management, Bureaucratic Organizations and Administrative Principals.
2. Frederick Taylor was the first to scientific methods such as standard times to the management process.
3. Although Taylor’s approach was a major improvement, the Scientific approach is often criticized for being to mechanistic.
4. The intent was good. Unfortunately, bureaucratic organizations have not lived up to expectations.
5. And the guidelines were excellent. But, today’s bureaucratic organizations are terribly inefficient. So, what happened? The answer – poor implementation.
6. Mary Parker Follett was well ahead of her time in the field of management theory. Many of her ideas were not implemented until decades later.
7. Henri Fayol’s five duties were very close to the modern management functions of planning, leading, organizing and controlling.
8. The idea that employee’s should own a share of the business is one of the most powerful employee motivators.
9. Behavioral management theory brought the human side of employees into management considerations regarding productivity.
10. “ People given special attention are likely to perform as expected .” “ People given special attention are likely to perform as expected .”
11. The studies grew out of preliminary experiments at the plant from 1924-1927 on the effect of light and productivity. Those experiments showed no clear connection between productivity and the amount of illumination but researchers began to wonder what kind of changes would influence output.
12. Telephone relays - a small mechanism of about forty parts which had to be assembled and dropped in a chute when completed. Changes made were temperature and humidity of the rooms, hours worked in a week and in a day, the number of breaks they received, and when they ate their lunch.
13. By adding a pay system this centralized the girls’ financial interest on the study. The two added rest pauses were at 10 a.m. and 2 p.m. They then were given a light lunch in the pauses.
14. which ran through the summer of 1928. Introduction of five day week lasted through the summer of 1928.
15. As the girls went from one phase to the next, output rate increased. At a forty eight hour week, the girls produced 2,400 relays a week each.
16. The girls complained that the six five minutes pauses interrupted their work rhythm. Once they were put back to normal working hours and everything, the highest output was recorded, averaging 3000 relays a week.
17. The need for recognition, security and sense of belonging is more important in determining workers’ morale and productivity than physical conditions of the work place.
18. Changing from an established society in the home to an adaptive society in the work plant resulting from the use of new techniques tends to disrupt the social organization of a work plant and industry. Group collaboration must be planned and developed. If it is achieved the human relations within a work plant may reach a cohesion which resists the disrupting effects of adaptive society.
19. Workers have a strong need for cooperation and communication with coworkers, by first recognizing this, the organization can then brainstorm ideas in order to rearrange/reorganize the job functions in such a way that workers feel that they are working with a team.
20. Interviewing was due to the development of two things; the need for closer attention to employee-supervisor relations and the training of supervisors.
21. By redefining the role of the supervisors, researchers felt that it would increase employee moral and hence production. By training supervisors the goal is to transform the relationships of power and subordination.
22. By gaining the support and participation of workers, then management won’t have to worry so much about their workforce becoming unionized and slowing down production. With implementing teamwork, it allows better communication and cooperation. Workers are able to have a sense of feeling that they are achieving something as a whole and are able to put in their insights into the project.
23. With implementing teamwork, it allows better communication and cooperation. Workers are able to have a sense of feeling that they are achieving something as a whole and are able to put in their insights into the project.
24. In trying to implement the aspects of the Hawthorne Studies, the relationship between workers and management has to be looked at. Once this is done, then ways to motivate the employees can be brought into play. If there is motivation then productivity should increase.
25. Workers are the ones who are actually performing the jobs, therefore they may have some very good insights in which to improve the quality and rate of production of the product. Once management entrusts their workers with some power to make decisions, then workers feel they are helping the process more. When managers know their employees, then it should be easier to create some motivation.
26. Different motivations can involve an increase in pay, benefits, rewards, or even recognition of a job well done. If motivation can be achieved then productivity can increase, allowing the company to make a better profit, which they can then share with the employees, allowing them to see what their efforts have accomplished.
27. The Hawthorne Studies involved many aspects of an organization. Elton Mayo concentrated on the human relations aspect of a work environment. Through studies such as the Relay Assembly Test and others he came to the conclusion that by increasing communication and cooperation among coworkers it will increase the productivity level.
28. With feeling like they are working towards something, such as an incentive or feeling like they are part of a team can increase one’s level of output. By allowing workers to be involved in making decisions they will feel that they are part of the production process and not just a tool. When they feel that they have done a job well done, they will be satisfied and want to achieve that feeling of accomplishment once again.