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GMS200-ChapterTwo.docx

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Department
Global Management Studies
Course
GMS 200
Professor
Shavin Malhotra
Semester
Fall

Description
Chapter 2: Management- Past to Present Mary Parker Follet advocated co-operation and better horizontal relationships in organizations, taught respect for the experience and knowledge of workers, warned against the dangers of too much hierarchy and called for visionary leadership. History of management theory has been grouped into five eras or phases of development: CLASSICAL MANAGEMNET APPROACHES: share a common assumption: people at work act in a rational manner that is primarily driven by economic concerns. Workers are expected to rationally consider opportunities made available to them and do whatever is necessary to achieve the greatest personal monetary gain. SCIENTIFIC MANAGEMENT Frederick W. Taylor (father of scientific management) the principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee Goal: improve productivity of people at work. Used motion study to analyze motions required & developed the most efficient ways to perform them. He linked job requirements with training and support from supervisors through direction, assistance, monetary incentives. motion study - science of reducing a task to its basic physical motions and improve performance. The Gilbreths (Taylor, frank, and Lillian) pioneered motion studies as a management tool. Their work established the foundation for later advanced in the areas of job implications, work standards, and incentive wage plans. -In one famous study they reduced number of motions used by bricklayers and tripled productivity. Scientific Management : emphasizes careful selection and training of workers and supervisory support with an emphasis on improving efficiency. Had the following four guiding principles -Develop for every job a science that includes rules of motion, standardized work implements and proper working conditions. -Carefully select workers with the right abilities for the job -Carefully train workers to do the job and give them the proper incentives to cooperate with the job science -Support workers by carefully planning their work and by smoothing the way as they go about their jobs ADMINISTRATIVE PRINCIPLES Henri Foyal and Mary Parker Follet Includes attempt to document and understand the experiences of successful managers Henri Fayol 14 principles based on experience as an engineer leading large-scale enterprises of thousands of employees. 1. Division of Labour specialization of work will result in continuous improvements in skill and methods 2. Authority: Understand that managers have the right to give orders. 3. Discipline: Behaviour needs to be grounded in obedience and derived from respect. No bending rules. 4. Unity of Command: Each employee should have one, and only one, manager. 5. Unity of Direction: The leader generates a single plan and all play part in executing plan 6. Subordination of Only work issues should be undertaken and considered. Individual Interests: 7. Remuneration Fair payment for work, employees are valuable not an expense. 8. Centralization Recognizing difficulties in large organizations, decisions are made from top primarily 9. Scalar Chain Line of authority. Clear, formal chains of command running from top to bottom of organiz. 10. Order There is a place for everything, and all things should be done in their place. 11. Equity Fair and Kind 12. Personnel Tenure Unnecessary turnover is avoided and lifetime employment for good workers 13. Initiative Undertake work with zeal and energy 14. Esprit de corps Work to build harmony and cohesion among personnel.The following five rules of management are also identified by Fayol they closely resemble the four functions of management planning, organizing, leading and controlling. 1. Foresight to complete a plan of action for the future 2. Organization to provide and mobilize resources to implement the plan 3. Command- to lead, select, and evaluate workers to get the best work toward the plan 4. Coordination- to fit diverse efforts together, and ensure information is shared and problems solved 5. Control- to make sure things happen according to plan, and to take necessary corrective action. Fayol wanted to show that management can be worked on in order to improve ones managerial skill set scalar chain principle: there should be a clear and unbroken line of communication from the top to the bottom in the organization command principle:each person should receive orders from only one boss unity of direction principle:one person should be in charge of all activities that have the same performance objectives. Mary Parker Follet: displayed an understanding for groups and a deep commitment human co-operation -groups were mechanisms through which diverse individuals could combine their talents for a greater good. -viewed organizations as communities in which managers and workers should labour in harmony without one party dominating the other. -believed that every employee is an owner in the business and it would create feelings of collective responsibility.= employee ownership-profit sharing-gain sharing programs. -business problems involve a w
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