Professional Documents
Culture Documents
A Used written rules and regulations for governance B Used management practices to construct pyramids C Used extensive set of laws and policies for governance D Used different governing systems for cities and state
E Used organized structure for communication and control F Used extensive organization structure for government agencies and the arts G Used organization design and planning concepts to control the seas
A philosophy and set of management practices that are based on fact and observation, not on guesswork
Time and Motion studies- Time, Motion and Fatigue Standardisation- Set standards for the task, materials, work methods, quality, time and cost. Differential piece wage plan Functional foremanships- Plan the work for employees and help for results
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Frederick W. Taylor
Key Principles:
1. Science not rule of thumb- What, how, when, where and by whom (replacement of odd rule of thumb by the use of method of enquiry, investigation, data collection, analysis and framing of rules) 2. Harmony not discord 3. Co-operation not individualism 4. Maximum output in place of restricted output 5. Development of each man to his greatest efficiency and prosperity 6. Equitable division of work and responsibility between management and labour.
Henry L. Gantt
Rewarding Innovation
Bonus in addition to the piece rate if they exceeded their daily production quota On time = Bonus, Good Performance = Reward
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1. Division of Work Specialize in specific tasks 2. Authority and responsibility Right to give orders and to expect obedience 3. Discipline Obey & respect rules. 4. Unity of command Orders from only one superior 5. Unity of direction One manager one plan 6. Subordination of individual interests to the common interest Workers need to understand how their behavior affects the performance of the organization 7. Remuneration of personnel an equitable system of rewarding employees
8. Order arranging jobs to permit efficiency 9. Centralization The concentration of authority at the top and decreasing the role of sub. In DM. 10. Scalar Chain Chain of authority from top to bottom through all communications flow. 11. Equity Fair in treatment. 12. Initiative allowing workers to be creative and innovative in their work 13. Stability of tenure of personnel the need to keep employees for a long time to take advantage of their skills and knowledge 14. Esprit de corps Union is Strength
Efficiency Consistency Functions best when routine tasks are performed Performance based on objective criteria
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Human RelationsTheory
Hawthorne Experiments-Elton Mayo and Others
The Hawthorne Studies
Studies of how characteristics of the work setting affected worker fatigue and performance at the Hawthorne Works of the Western Electric Company from 1924-1932.
Observation of two groups of employees making telephone relays to determine the levels of illumination Working conditions and productivity Worker productivity was measured at various levels of light illumination. Researchers found that regardless of whether the light levels were raised or lowered, worker productivity increased. The Bank Wiring Observation Room Experiment Analyzed the group influence and social relationships in a work group
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Employees want to participate in decisions that affect them. Special attention causes people to increase their efforts(Known as Hawthorne effect)
Happy employees are productive Happy employees are productive workers workers
Human RelationsTheory
Theory X and Theory Y: Douglas McGregor
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Operations management techniques used to analyze all aspects of the production system Total Quality Management (TQM) focuses on analyzing input, conversion, and output activities to increase product quality Management Information Systems (MIS) It focuses on designing and implementing computer based information systems
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