Have a thorough knowledge of their employees Contr Eliminate incompetent employees everythin. Be well versed in the agreements binding a firm and its employees and the pi Set a good example for others to identif. With objective 1 people representing one-half of the challenge managers faced, Fayol learned that it draws u and contr communication skills were crucial. He saw conferring with assistants to be important For a for establishing and maintaining clear communications.
His admonition to avoid 4 popular. To Fayol, Fayol, C coordination required balancing expenses with revenues, equipment maintenance Daniel Managemet iting Fayol: North Ame. Jer ,ls:: 1Iv , p. Command instilled initiative, and conferences with assistants and subordinates provided a I clearinghouse for airing problems, progress, and plans.
Control was to be applied to people, objects, and activities. Effective control should be based on prompt action, followed by sanctions, if necessary. In effect, control completed a cycle of managerial activities that could then be improved as the management process continued.
It is the executive authority, t it draws up the plan of action, selects personnel, determines performance, ensures t and controls the execution of all activities. Whereas many of them may seem relatively I self-evident today, they were revolutionary when first advanced. Also see p. See also Lee D. Parker and Philip A. Born in Germany to a life of affluence in a family with social and political connections, Weber pronounced Vay-ber was an intellectual of the first degree, with far-ranging interests in sociology, religion, economics, and political science.
In Germany, large-scale firms had been developed chemicals, metals, and complex industrial 5 4 machine-good s. In these industries,. Talcott Parsons London: Allen Originally published Louis, Seidenadel, trans.
Rogers, ed. Boston: Houghton Muffin, , Pp. See also Larry G. Alfred D. Chandler, Jr. Whereas in the United States this practice was limited by antitrust laws, German cartels could operate without fear of either government intervention or threat of competition.
Weber did not use the term bureaucracy in the disparaging, emotionally tinged sense of red tape, endless lines, and rule-encumbered inefficiency. Rather, he used it as a noncritical label referring to what he regarded as the most modern and efficient method of organizing yet developed.
Experience tends universally to show that the purely bureau cratic type of administrative organization—that is, the mono cratic variety of bureaucracy—is, from a purely technical point of view, capable of attaining the highest degree of effi ciency and is in this sense formally the most rational known means of carrying out imperative control over human beings.
It is superior to any other form in precision, in stability, in the stringency of its discipline, and in its reliability. It thus makes possible a particularly high degree of calculability of results for the heads of the organization and for those acting in relation to it.
It is finally superior both in intensive efficiency and in the scope of its operations and is formally capable of application to all kinds of administrative tasks. What is not often understood is that bureaucracy developed as a reaction against the personal subjugation and cruelty, as well as the capricious and subjective judgments, of earlier administrative systems such as monarchies and dictatorships in which the lives and fortunes of all were completely dependent on the whims of a despot whose only law was his own wish.
Henderson and Talcott Parsons, ed. It was dominated The world observed by Weber was decidedly a military officer or a leader in by class consciousness and nepotism. To be tocratic birth. Bureaucracy, that the working class could produce leaders as nt 3 , was intended to put an with its emphasis on legal authority see poi ensure equal opportunity and end to the exploitation of employees and to treatment for all.
It was reality 2. To Weber, bureaucracy was an ideal that in organizing a firm, but also a standard or model to be used not only performance. In this regard in assessing, through comparison, its relative rather than factual.
Managers are that govern an undertaking in the pursuit of e rules and other controls given the authority to interpret and enforce thes owed to a person but to by virtue of their position. Obedience is not authority adheres to specific the impersonal authority of an office. Thus, essary if authority is to outlast positions rather than to individuals. This is nec r examples of legal authority the tenure of individual officeholders.
Familia offices, government bureaus, structures are the military, politically elected ecially those above a certain colleges or universities, and business firms esp size. Marshall W. Edward A. Shils y published — See also Max Weber, Weber, The Theory of Social and Economic 1— Originally h, Berkeley Journal ofSociology 4 , pp. Hans Gert published The need Weber identified for efficient organizing is inherentl cultu s and the Reliance on rationality and legalism, the idea of equality of citizen vast services offered in a modern state, make some form of expert admin- f.
In addition, the increasing size of firms, Thus, technology, and the global marketplace make bureaucracy inevitable. Today, all undertakings of any size in any cultu bureaucratic to some degree. Labor is divided so that authority and respo clearly defined. Advantage—Efficiency will increase through specialization. Offices or positions are organized in a hierarchy of.
S individual discretion, as well as enabling better communication. All employees are selected on the basis of techn ing. All employees are subject to formal rules and other controls regarding the performance of their duties.
Advantage—Efficiency will increase as formal rules and other controls relating to employee performance are enforced. Rules and other controls are impersonal and uniformly applied in all cases. Advantage—When rules and other controls are applied imperson ally and uniformly, involvement with personalities and personal preferences is avoided.
Subordinates are thereby protected from arbitrary actions of their 60 superiors. However, the ability critically to analyze these diverse perspectives is essential to practicing and aspiring managers if they are to evaluate expert opinion.
Moreover, since management is primarily an exercise in communication, managing is impossible in the darkness of an imprecise language, in the absence of moral references, or in the senseless outline of a world without intellectual foundations.
Managing is a prime example of applied philosophy. The book is the outcome of extensive research, based on the analysis, generalization, and systematization of foreign and domestic published literature, as well as on the gathering and analysis of unique archival materials. For the first time in the historical and managerial literature, the book puts forward original definitions of three historical and managerial sciences - the History of Management, the History of Management Thought, and the Historiography of Historical and Managerial Research.
This book presents both the origins of management thought dating back to the 5th millennium BC and the latest management concepts of the early 21st century. In particular, it traces the origins and sources of management thought, reflected in the works of thinkers and statesmen of the Ancient World Egypt, Western Asia, China, India, Greece, and Rome , the era of feudalism, and the Middle Ages Byzantium, Western Europe, and England , the era of inception capitalism Western Europe and the USA , as well as the new and recent history of management thought of the 20th and 21st centuries.
A change in management thinking occurred there when Ohno Taiichi, a Toyota production engineer, pioneered the development of lean manufacturing in the s after touring the US plants of the Big Three car companies.
To compete with the Japanese, managers at the Big Three car makers visited Japan to learn lean production methods. In recent years, Chrysler Canada has been the North American model for speed in automobile production. Less than 11 years later, in , the plant reached the eight- million mark. The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources. In this chapter, we examine how management theory concerning appropriate management practices has evolved in modern times, and look at the central con- cerns that have guided its development.
First, we examine the so-called classical management theories that emerged around the turn of the twentieth century. Next, we consider behavioural management theories, developed both before and after the Second World War, which focus on how man- agers should lead and control their workforces to increase performance.
Then we discuss management science theory, which developed during the Second World War and which has become increasingly important as researchers have developed rigorous analytical and quantitative techniques to help managers measure and con- trol organizational performance.
Finally, we discuss business in the s and s and focus on the theories that were developed to help explain how the exter- nal environment affects the way organizations and managers operate. By the end of this chapter, you will understand the ways in which management theory has evolved over time. You will also understand how economic, political, and cultural forces have affected the development of these theories and the ways in which managers and their organizations behave.
Figure 2. In the new economic climate, managers of all types of Figure 2. Many major economic, technical, and cultural changes were taking place at this time. The introduction of steam power and the development of sophisticated machinery and equipment changed the way in which goods were produced, particularly in the weaving and clothing indus- tries.
Small workshops run by skilled workers who produced hand-manufactured products a system called crafts production were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made products.
Owners and managers of the new factories found themselves unprepared for the challenges accompanying the change from small-scale crafts production to large-scale mechanized manufacturing. Many of the managers and supervisors had only a technical orientation, and were unprepared for the social problems that occur when people work together in large groups as in a factory or shop system.
The other had each worker performing only 1 or a few of the 18 tasks that go into making a completed pin. Smith found that factories in which workers specialized in only 1 or a few tasks had greater performance than factories in which each worker performed all 18 pin-making tasks.
In fact, Smith found that 10 workers specializing in a particular task could, between them, make 48 pins a day, whereas those workers who performed all the tasks could make only a few thousand at most. One of the main tools he used was a time-and-motion study, which involves the careful timing and recording of the actions taken to perform a par- ticular task. These rules could be used to standardize and simplify jobs further—essentially, to make jobs even more routine.
To increase specialization, Taylor believed workers had to understand the tasks that were required and be thoroughly trained in order to perform the tasks at the required level. This decision ultimately resulted in problems. Many workers experiencing the reorganized work system found that as their performance increased, managers required them to do more work for the same pay. Workers also learned that increases in performance often meant fewer jobs and a greater threat of layoffs, because fewer workers were needed.
The complex machinery is meant to represent the power that machinery has over the worker in the new work system. Charlie Chaplin captured this aspect of mass production in one of the opening scenes of his famous movie, Modern Times From a performance perspective, the combination of the two management practices— 1 achieving the right mix of worker—task specialization and 2 linking people and tasks by the speed of the production line—makes sense.
It produces the huge savings in cost and huge increases in output that occur in large, organized work settings. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another.
Their job was to concen- trate fully on the task at hand. As a result, many talented people left Ford to join his growing rivals. Inspectors from this department visited the homes of employees and investigated their habits and problems.
They believed that their companies would have to imitate Ford if they were to survive. They studied how the physical characteristics of the workplace contribute to job stress that often leads to fatigue and thus poor performance. They isolated factors— such as lighting, heating, the colour of walls, and the design of tools and machines—that result in worker fatigue. Their pioneering studies paved the way for new advances in management theory. In workshops and factories, the work of the Gilbreths, Taylor, and many others had a major effect on the practice of management.
Max Weber, a German professor of sociology, developed one theory. Henri Fayol, the French manager who devel- oped a model of management introduced in Chapter 1, developed the other. The Evolution of Management Theory 41 The Theory of Bureaucracy Max Weber — wrote at the turn of the twentieth century, when Germany was undergoing its industrial revolution.
In a bureaucratic system of administration, obedience is use of organizational owed to a manager, not because of any personal qualities that he or she might pos- resources. Clearly specified Clearly specified A bureaucracy system of task and hierarchy of should have a: role relationships. Selection and evaluation system that rewards employees fairly and equitably. Moreover, an organization can hold all its employees strictly accountable for their actions when each person is completely familiar with his or her responsibilities.
This principle is especially important in the armed forces, CSIS, RCMP, and other organizations that deal with sensitive issues involving possi- ble major repercussions.
It is vital that managers at high levels of the hierarchy be able to hold subordinates accountable for their actions. Christie Hefner, the daughter of Playboy founder Rules are formal written instructions that specify actions to be Hugh Hefner, now runs Playboy Enterprises.
Hefner earned this position based example, if A happens, do B. Do form a certain aspect of a task. A rule might state that at the end of you consider her gender an opportunity or barrier for her success in the industry?
Norms are unwritten, instructions that specify informal codes of conduct that prescribe how people should act in particular situ- actions to be taken under ations. For example, an organizational norm in a restaurant might be that waiters different circumstances to should help each other if time permits. The Hawthorne studies -- The search for organization integration -- People and organizations -- Organizations and people -- Human relations in concept and practice -- The social person era in retrospect -- The modern era.
Management theory and practice -- Organizational behavior and theory -- Science and systems in management -- Management thought in a changing world -- The past as prologue. There are no reviews yet. Be the first one to write a review. Books for People with Print Disabilities. Internet Archive Books.
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