Textbook Notes (362,879)
Canada (158,081)
York University (12,350)
ADMS 1000 (298)
Chapter 3

ch.3 Notes.docx

6 Pages
Unlock Document

York University
Administrative Studies
ADMS 1000
Len Karakowsky

Ch. 3—Managing the Workforce (People) KEY LEARNING POINTS for Chapter 3  Management incorporates a number of skills/ competencies  There are 2 main schools of management thought: Classical & Behavioural.  Recognize important themes in contemporary management practice: employee rights and equity issues. What Do Managers Do?—FUNCTIONS OF MANAGEMENT(p.88)  Managing includes the process of planning, organization, leading and controlling organizational resources in the effort to achieve organizational goals  Planning Formulating strategy to achieve organizational goals  Organizing designing work activities, assignment of tasks & authority  Leading guiding and motivating employee, communicating ideas  Controlling conflict and problem resolution, assessing progress & maintaining standards MANAGERIAL ROLES (p.89-91) Interpersonal Roles developing relationships – 3 categories of interpersonal roles:  Figurehead- no real authority; e.g. the Queen  Leader – training new recruits, motivator, coordinator  Liaison – a connector for relationships outside organization Informational Roles managing info - 3 specific categories include:  Manager as a monitor – monitor internal & external environ. of organization to gather useful info  Manager as a disseminator – sharing info  Manager as a spokesperson – same as liaison, communicate info to other areas Decisional Roles making decisions  Entrepreneur – develop and initiate new projects [ex. Marketing manager developing a new product]  Disturbance handlers – resolving conflicts [ex. Dispute btw 2 employees]  Negotiator – [ex. A production purchasing manager might negotiate with the supplier to speed up supply for the company’s production department Ch. 3—Managing the Workforce (People) CLASSICAL APPROACHES TO MANAGEMENT (p. 92 – 99) 1. Scientific Management – Frederick Taylor (p. 94-96) o Standardized Work Clear rules on how to perform work  Specialized = compartmentalized = breaking job into simple parts= cheap labour  Specialized/compartmentalized Keep work simple, specialized to maximize efficiency. o Close Supervision separate mental work of managers from physical work of labourers o Motivation by Pay use of piece-rate system, work for pay (commission)  [ex. If you work averagely, your pay is average – if you produce above avg. = pay above avg.] SUMMARY: Does Taylorism (scientific management) exist today?  Yes, an example in a non-industrial setting would be in the education system. Teachers are specialized/compartmentalized by grade or by subject—furthermore, what and how you taught is are also part of a common plan. 2. Administrative Management -- Henri Fayol (p. 96)  Division of Work break work into components to ensure efficiency & productivity  Unity of Command authority [email protected] upper level [ex. Employees should report only to 1 boss]  Espirit De Corps emphasis on teamwork  Goals/interest of organization > individual interests of employees SUMMARY: Are Fayal’s views still with us? Some have gone out of style: o Ex. organizations do not , believe authority to the upper-level (centralized) is as efficient as allowing authority at lower levels in the organization. But, team work is a part of organizations. 3. Bureaucratic management SUMMARY: How much impact did Weber have? Rigid bureaucratic rules work well when environment is stable (unchanging); this is not the case for the present. However, some features of bureaucracies remain true now such as applying Rules and Procedures equally to everyone. Ch. 3—Managing the Workforce (People) BEHAVIOURAL APPROACHES TO MANAGEMENT (p. 100-103) This is different from the classical school of management as Behavioural Approaches focus on the nature of the employee and on what factors encourage employee to maximize their effort.  1) The Human Relations Movement  2) Mary Parker and Chester Barnard  3) Modern Behavioural Science & Motivation-based Perspectives 1) The Human Relations Movement (Elton Mayo)  Social factors are central to managing – social system of management: “take care of your people and they will take care of your company”  Show of concern as a way of managing  Health care benefits given to part timers – treating the workers important – as part of social system that works together  “…employees feel good about the company…” 2) Mary Parker Follett (p. 102 for details)  Coordination o Motivate workers through coordinating group efforts  Self management o Motivation though minimizing managerial control and allowing employees more responsibility to manage themselves  Collaboration o Management work more as partner with employees “if you don’t have a team of people with a passion to win you’ll never be great” – it is more a team approach than a separate manager – subordinate approach Ch
More Less

Related notes for ADMS 1000

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.