1 how have organizations changed over the past 100

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Supply Chain Management: A Logistics Perspective
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Chapter 2 / Exercise 3
Supply Chain Management: A Logistics Perspective
Coyle/Langley
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1. HOW HAVE ORGANIZATIONS CHANGED OVER THE PAST 100 YEARS? 2. WHAT ARE THE SCHOOLS OF MANAGEMENT THOUGHT FROM 1900-2010? 1900-1930s Scientific Management § Classical Management § 4 universal principles: 1. Functional (specialization) 2. Scalar (chain & unity of command) 3. Line-staff (position vs. expertise) 4. Span of control (narrow, 4-6) 1930-1950s Human Relations Management § Neoclassical Management § Modified 4 universal principles: 1. Functional (participation) 2. Scalar (ability & right are different) 3. Line-staff (no clear lines) 4. Span of control (lose, no absolutes)
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Supply Chain Management: A Logistics Perspective
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Chapter 2 / Exercise 3
Supply Chain Management: A Logistics Perspective
Coyle/Langley
Expert Verified
CRITICISMS Classical § poor predictive power § medium sized firms only Neoclassical § lacked people methods 1950-1970s Systems Management § open system with inputs, throughput, outputs, and feedback § computer revolution and cybernetics § continued focus on universal principles within an open system 1970-1990s Contingency Management § situational management § focus on diagnostic skills § reject universal principles § depends upon environment § behavior and reinforcement 1990-2001 Configuration Management § different configurations for different situations § complex expansion of contingency to situation management § potential return to universal principles for particular situation 2001-Present Cellular Management § overlapping cells of work activity § virtual office § networks of cells § Self-organization by protocol § general principles for how to do business
STRESS & GOALS 1. WHAT ROLE DOES GOAL SETTING PLAY IN LEADERSHIP?
2. HOW CAN WE COMMIT MURDER IN THE WORKPLACE AND GET AWAY WITH IT? Using the ABCEO model and the following story, describe how a leader can induce too much stress using goals in the workplace.
What this story and table reveal is that people can be assigned goals that take them into the bad zone. People who are understressed appear the same as those overstressed — fatigued, lack of attention, and lethargic. But, the difference is that people on the far right and overstressed can die, because of the physiological wear and tear on their physical well being. They are in the Bad Zone. In effect, if a leader fails to pay attention to whether a person is under or overstressed, that leader can cause the death of a coworker through heart attacks and other ailments. Chapter 13:Leadership-Power and Negotiation Leadership: Power and Negotiation Leadership:The use of power and influence to direct the activities of followers toward goal achievement. o This direction can affect the followers interpretation of events, the organization of their work activities, their commitment to key goals, their relationship with other followers and their access to cooperation and support from other work units Why are Some Leaders More Powerful than Others? Power: The ability to influence the behavior of others and resist unwanted influence in return. Acquiring Power 5 types of power; 2 dimensional- Organizational power(3) and personal power(2)

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