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TMP 127 Study Guide - Winter 2019, Comprehensive Final Exam Notes - Trust Law, Job Analysis, Interaction


Department
Technology Management Program
Course Code
TMP 127
Professor
Eric Zackrison
Study Guide
Final

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TMP 127

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TMP 127
Managing Tech Orgs
Winter 2018
Evolution of Theories
Scientific Management Theory: systematic study of relationships
between people & tasks to redesign work process to increase
efficiency
o Identified people as components of a machine; a method to
get things done
o Managers implemented only increased output side of
Taylor’s plan → workers didn’t share in increased input
o Specialized jobs became dull & boring → workers distrust
this method
Administrative/Bureaucratic Theory: create organizational
structure & control system that leads to high efficiency &
effectiveness
o Max Weber: developed principle of bureaucracy as a
formal system of organization & administration designed to
ensure efficiency & effectiveness
o Rules, Standard Operating Procedures (SOPs), Norms
Behavioral Management Theory: how managers should
personally behave to movitave employes & encourage them to
perform at high levels and be committed to achievement of
organizational goals
o Mary Follett: concerned that Taylor ignored human side of
organization
o Suggested workers help in analyzing their jobs; if workers
have relevant knowledge of the task then they should do
the task
Hawthorne Studies and Human Relations: studies of how
characteristics of work setting affected worker fatigue &
performance at Hawthorne Works
o Worker productivity measured at various levels of light
illumination
o Hawthorne effect: manager's behavior or leadership
approach can affect workers’ level of performance
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o Human relations movement: supervisors should receive
behavioral training to manage subordinate that elicit their
cooperation & increase their productivity
Theory X and Theory Y: McGregor proposed 2 diff sets of
assumptions about workers
o Theory X: negative assumptions about workers that leads
to conclusion that a manager's task is to supervise workers
closely & control their behavior
o Theory Y: positive assumptions about workers that
concludes that a manager’s task is to create a work setting
that encourages commitment to organizational goals &
provides opportunities for workers to be imaginative and to
exercise initiative and self-direction
o Relationships, not financial rewards, motivate people
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