study guide 2 - Evolution of Management Division of Labor...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Evolution of Management Division of Labor— Adam Smith; narrow/repetitive tasks=huge productivity; industrial revolution -> large organizations have more complex mgmt Means-end inversion—following all the rules (means) becomes the end Hawthorne Studies—behavioral mgmt studies; lighting experiments at Western Electric indicate that changes (not amount of) light in workspace increases productivity because workers respond to attention; Bank Wiring Room shows that workers restrict their output to fair levels, outweighing control of mangament/incentives Enlargement— Job Characteristics Model—in response to Taylorism; by Hackman/Oldham -task variety – job requires various skills/activities/talents -task significance – job has impact on others -task identity – job leads to whole identifiable piece of work -autonomy – freedom in scheduling/performing the work -feedback – info received about job performance Efficiency vs. Effectivness— -efficiency: means – using few resources; doing things right; low waste -effective: ends – achieve goals; doing right things; high achievement -stable/simple: efficiency important -dynamic/complex: effectiveness important External Environment- general/specific external environment (see theory section below) -alignment w/ ext. envir needed to secure resource flow Environmental Uncertainty—degree of change/complexity in extern. envir. -dynamic (vs stable) – freq/unpred. change: technology (vs lighters) -complex (vs simple) – # of components in environment competitors, customers, info Relationships/Predictions Problems w/ Scientific Mgmt (film)— Prob w/ Bureaucracy -means-end inversion -Catch22: You have to be crazy to keep on flying - BUT if you are sane enough to ask not to fly, you must not be crazy. Relationship betw environmental uncer, efficiency, effectiveness Theory/Model/Perspective Taylor’s Scientific Model—study of relationships betw people/tasks to redesign work process for high efficiency; precise rules/methods; Franklin Motor Co goes from 5 to 45 cars per day -develop method for each part of work, replacing old rule-of-thumb method -select, train, teach, develop worker (instead of self-trained workers)
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
-cooperate w/ workers to ensure that all work done according to principles -divide work/responsibility almost equally betw mgmt/workers -essentially to simplify jobs -critique: managers gained more control; monotonous jobs; more machines; incr production not necessarily leading to incr wages Weber’s Bureaucracy—focused on whole organization; strict div of labor, hierarchy, detailed rules, impersonality in operation Behavioral Mgmt Theories—motivate employees; gain employee commitment to organizational goals; led to study of leadership/teamwork Open Systems Model—organization takes in inputs and distributes outputs freely within environment -external environment: forces outside organization affecting performance (specific environment: customers, suppliers, competitors; general environment: economics/politics/sociocultural/technology)
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 08/26/2009 for the course BADM 310 taught by Professor G. love during the Spring '08 term at University of Illinois at Urbana–Champaign.

Page1 / 10

study guide 2 - Evolution of Management Division of Labor...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online