Term
| Characteristics of a machine |
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Definition
Specialization- every part has a function and every worker has a specific job
Standardization and Replaceability- each person can be replace, every person that does a job all know how to perform the same way other perform.
Predictable- runs to specific rules and standards and if the organization is dysfunctional then it can be fixed by the rules |
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Term
| Foyol's 5 elements of management what |
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Definition
Planning- looking towards the future to plan goals
2. Organizing- arrangement and evaluation of the employees
3. Command- managers set task for employees in order to meet goals
4. Coordination- where separate departments must be harmonized into one whole
5. Control- the comparison of goals and activates to make sure that everything is functioning in a planned manor. |
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Term
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Definition
| structure of power, attitude, rewards, structure |
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Term
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Definition
Scalar Chain- org. should be arrange in a strick hiarchy with vertical limited communication flow
Unity of command- principle that workers receive orders from 1 supervisor
Unity of direction- activities of a similar goal should be place with 1 supervisor
Division of labor- efficiency is best when workers are told to do limited specialized labor
Order- there a need for an appointed place for each worker and task within org.
Span of Control- most efficient it managers have a limited number of workers, 20-30 for first level, 6 for higher-level managers |
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Term
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Definition
1. Centralization- organizations are most effective when central man. Has control over decision making and worker activities
2. Authority and reasonability- derives from postion and also managers personal characteristics, but must accompany authority in equal measure
3. Discipline- all members should be obedient to the rules, of organization and the managers who enforce them |
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Term
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Definition
Remuneration of personnel- the principle that workers should be rewarded with appropriate benefits and salaries
Equity- workers should be treated fairly
Tenure stability- workers should get sufficient time on the job for max performance but to much would be counter productive |
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Term
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Definition
1. Subordination of individual interest to general interest- org. can be only effective when the interest of the whole is > interest of the individual.
2. Initiative- managers should value and direct a workers efforts to the intrest of the organization.
3. Esprit de corp- “All for 1 and one for all” |
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Term
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Definition
1. clearly defined hierarchy
2. division of labor
3. ceneralization
4. closed systems- shut itself off from outside environments to max efficiency
ex) doctor office sign in then nurse then doctor
5. importance of rues- should be rationally established in writing and cover all possible contingencies
6. functioning of authority- working through a system of authority, power, and discipline |
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Term
| trad., charismatic, rational-legal authority |
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Definition
traditional authority- King or queen, due to long standing beliefs about control within a hierarchy, not based on personality or ability
charismatic authority- based on personality and ability to attract followers, and demands obedience seen in cults or Hitler
rational-legal authority- where power should come from, based on tenure and te ability of experience within the field. Less personality then charismatic
Obedience is given to norms rather then one person |
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Term
Taylor Management
apprentice system
uneven work
systematic soldering
time and motion studies |
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Definition
1.apprentice system- workers learned different ways and skills for each job through different styles of apprenticeship, instead taylor fond the one best way to do a job by observing and teaching that way to every worker, lead to uneven work
3.uneven work- before IR apperintinship made people have diff. abilities through customs and traditions, some were not as efficient and effective as others
5.systematic soldering- (peer pressure) new workers would come in and get pressure to not work as hard so they could make better pay wit les production. If production went up, management would raise the standards of work for equal pay. Ex) 10 bricks = 1 cent, but when production doubles, man. Would reduce pay to 1 cent per 20 bricks
6.Time and motion studies- the process of observing workers work and determining the most efficient way of doing a job. |
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Term
| taylor's 4 major concepts |
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Definition
There is only 1 best way to do every job
Matching the proper workers with the given task
Train workers properly
Inherent difference between managers and workers |
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Term
Com in classical organizations
content, direction, styles, channels |
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Definition
Direction of com flow- vertical-downward little feedback from workers due to beliefs that they were not able to think of any good ideas, more hortezonial com the higher you go with management and higharchy.
Mode/channel of com- usually written ex) rules, mission statements, employee handbooks ect…
Style – formal
Content- task-related, no social or innovative com., due to scientifically proven ways to do a task the best way and the that workers were incapable of cumming up with better ideas |
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Term
| classical Organization in todays |
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Definition
Many organizations still fallow concepts of classical organization
Ex) Military, fast food,
Uses the idea of fitting workers to there best fit job, often look for the best way to do things, |
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