And it should be in written form Components of Scientific Management 1 There is

And it should be in written form components of

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And it should be in written form · Components of Scientific Management 1) There is one best way to do every job. - can be determined through time and motion
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studies. ex: taylor might analyze a dozen different methods of bricklaying to determine which method is the most efficient. 2) proper selection of workers 3) training workers - workers should be scientifically selected and trained for each job and that only “first-class workers” should be keep. 4) inherent difference between management and workers · Impetus for the Theory of Scientific Management · Rate-busting, systematic-soldiering < · Communication flow and style of each approach - Communication can be flow vertically up and down
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with the supervisors talking to subordinates and vice versa - or horizontally with employees at the same level of the organization talking to each other - or free flowing in which all organizational members are encourages to talking with all other members. Chapter 3 · Understand the components of Maslow’s Hierarchy 1) Physiological needs: food, water, sleep ( “living wage” to allow purchase of food, clothing) 2) Safety Needs: free from danger and environmental threats ( physically safe working conditions) 3) Affiliation needs: love (social relationships with coworkers) 4) Esteem needs: feel a sense of achievement and accomplishment ( internal: rewarding work; external: bonus pay) 5) Self-Actualization: desire to “become more and more
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what one is, to become everything that one is capable of becoming” ( work allowing the exercise of creativity) · Know the importance and “findings” of the Hawthorne studies - how changes in the work environment would affect the productivity of factory workers. 1) The illumination studies: determine the influence of lighting level on worker productivity 2) The relay assembly test room studies: 3) The interview program: conduct a series of interviews with thousands of employees in order to learn more about the impact of working conditions on productivity, interviewers found workers more interested in talking about their feelings and attitudes. 4) The Bank Wiring Room Studies: involved non- experimental observation of a group of men in the bank wiring room. Slow workers were pressured to speed up and speedy workers were pressured to slow down.
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Findings: 1) productivity increases were often associated with changes in the work environment, such as work hours, temperature, lighting, and breaks. 2) In the relay assembly test room studies, productivity also increased when pay incentives were offered to workers. They concluded that 1) the worker output increased as a direct result of the attention paid to workers by the researchers – more attention to individuals causes changes in behavior. – HAWTHORNE EFFECT 2) worker output was increased through the working of informal social factors.
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  • Spring '16
  • Harry Purcell

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