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

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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
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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
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This note was uploaded on 04/08/2010 for the course BUS mgmt340 taught by Professor Tompson during the Spring '10 term at University of Illinois, Urbana Champaign.

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

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