Chapter 2 - Chapter 2 Division of Labor The breakdown of...

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

View Full Document Right Arrow Icon
Chapter 2 Division of Labor – The breakdown of jobs into narrow and repetitive tasks Industrial revolution – The substitution of machine power for man power, which made it more economical to manufacture goods in factories rather than at home Scientific management – Using the scientific method to determine the “one best way” for a job to be done **reducing the unnecessary time and materials Fredrick W. Taylor – Increased productivity by implementing a learning curve Taylor’s four principles of management - Develope a science for each element of an individual’s work, which will replace the old rule of thumb method - Scientifically select and then train, teach, and develop the worker - Heartily cooperates with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed - Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers Manager’s hire supervisors Supervisors hire employees Taylorism – Doing routine work with negative effect of human soul Exploration of labor - Fire the skilled workers - Hire new unskilled workers and able to pay them less Fredric and Lillian Gilbreth - Identified and annotated different hand motions to enable brink laying without injury - Studied hand and body motions - Therbligs – A classification scheme for labeling 17 basic hand motions Max weber Chapter 2 Page 1
Image of page 1

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

View Full Document Right Arrow Icon
Chapter 2 - Organizations that were inefficient were the ones that hired people they knew like friends and family instead of what they knew about the job itself - Developed a hierarchy of authority o Formal selection of skills not “connections” - Bureaucracy – A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationship, - Can constrain a companies (negative bureaucracy) - Impossible to find rules and regs of everything Weber’s ideal Bureaucracy A bureaucracy should have Division of labor Career orientation Impersonal ity Formal rules /regulations Formal selection Authority hierarchy Jobs broken down to simple routine and well defined tasks Managers are career professional, not owners of units they manage Uniform application of rules and controls, not according to personalities System of written rules and standards operating procedures People selected for jobs based on technical qualification s Positions organized in a hierarchy with a clear chain of command Henri Fayol - Principles of management - fundamental rules of management that could be taught in schools and applied in all organizational situations Fayol’s 14 principles of management Division of labor Specialization increases output by making employees more efficient
Image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern