Professional Documents
Culture Documents
(1910-1935)
Frederick Taylor Henry Gannt Frank and Lillian Gilbreth Luther Gulick III Max Weber Henri Fayol
Scientific Management
The
process of approaching various aspects of organizations in a scientific manner using scientific tools such as research, management, and analysis.
Frederick Taylor
Efficiency Expert in U.S. Steel Industry Invented New Tool Designs and Handling Methods Designed Stop-Watch Task Timing Created Piece-Rate Payment Scheme Developed Industrial Departments
Studied most efficient worker Used stop-watch timing to measure each production step Eliminated any unnecessary movements Designed standardized instruction cards for employees Employees paid for meeting the established rate of production
Henry Gannt
Worked
with Taylor at Midvale Steel Company Specialized in incentive wage plans Introduced a differential piece rate system Task work with a bonus Permitted workers to improve the production system Introduced a bonus for foremen based on the number of their workers who earned bonus
Pioneers in the field of motion studies and provided the foundation for job simplification, meaningful work, and incentive wage plans. Analyzed each motion of work for wasted efforts in an attempt to reduce each task to the smallest amount of expended time and energy. Professed: effective training, effective work methods, improved work environment, positive psychological perspective. Made the connection between standardization and efficiency Believed that time could not be separated from motion; the two were intertwined.
Systematically examined how repetitive tasks were performed These repetitive tasks were broken down into Therbligs, which are systems for analyzing the motions involved in performing a task. This consisted of identification of individual motions, as well as moments of delay in the process, designed to find unnecessary or inefficient motions and to utilize or eliminate even split seconds of wasted time. Invented and refined Therbligs roughly between 1908 and 1924. Each Therblig had a mnemonic symbol and standard color for charting
Believed that public administration could have made more effective if it were practiced according to a set of guidelines. All organizations are characterized by a tension between the need for division and the need for coordination. Work division is the foundation of organization. It is important to recognize that there are limits beyond which labor cannot usefully be divided. Gulick stated, It might be more efficient to have the front half of the cow in the pasture grazing while the rear half is in the barn being milked, but any attempt to divide the cow in this fashion would, for obvious reasons, fail. Gulick believed that, labor divided makes for efficiency, but only if the labor and its outputs are harmonized with the organizations goals
Purpose the aims of the work unit By Process what the unit actually does By Clientele work with similar materials or clients By Location organized together due to geographic location, regardless of function
most difficult task of the chief executive is not command, it is leadership, which is the development of the desire and will to work together for a purpose in the minds of those who are associated in any activity. Gulick sees ideas as more potent and more powerful than organizations.
GILBRETHS Devoted to Efficiency Analyzed Motion and Movements of Workers Created Therblig System Their studies were part of the manufacturing revolution in the U.S.
GULICK
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Applied Scientific Method to Management Dean of American Public Administration Division of Labor and Integrated Organization Applied Scientific Approach to Personnel Management
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Defined work in terms of positions needed to carry out a process, rather than the people doing the work
Max Weber
Consequences Neglect of the Informal Organization Internal Inconsistencies Gender Bias Oppressive Features Organizational Pathologies
the bureaucratic characteristics used by most educational institutions. Described organizations as social systems that interact and are dependent upon their environments. Provides a starting point for modified structures.
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Specialization/Division of Labor Authority with Corresponding Responsibility Discipline Unity of Command Unity of Direction Subordination of Individual Interest to the General Interest Remuneration of Staff
Centralization 9. Scalar Chain/Line of Authority 10. Order 11. Equity 12. Stability of Tenure 13. Initiative 14. Esprit de Corps
WEBER Ideal Type Hierarchy of authority Division of Labor Career Orientation Rules and Regulations
FAYOL One Best Way Top Down Management Specialization Stability of Tenure Discipline
WEBER Organization as a Social System dependent on environment Rationality Impersonal Orientation Administrative Efficiency
FAYOL No parallel Personal experience and observation Esprit and Initiative Future Planning
Homogeneity of Positions Engineering for Efficiency Assembly Line Production Emphasis on Quality Control
Teaching Objectives Vocational Curriculum Design Division of Labor Subjects Departmentalized Improvements by Analysis
Scientific Management The most efficient manner to perform a task is determined and everyone does it that way Task Analysis Personnel Selection and Training Bureaucratic Organization Structure Span of Control and Top Down Management
Humanistic Approach Concern for people not the task Participatory decision-making Emphasis on Individual Contributions and Personal Awareness Flexibility
Scientific Management The most efficient manner to perform a task is determined and everyone does it that way Task Analysis Personnel Selection and Training Bureaucratic Organization Structure Span of Control and Top Down Management
Social Systems Approach Focused on the interaction of the organization and its larger environment Leaders are high-task oriented (work structure) and highrelationships oriented (concern for others) Organizations are a set of interrelated elements functioning as a whole
Scientific Management The most efficient way to perform a task is established and everyone does it that way Task Analysis Personnel Selection and Training Bureaucratic Organization Structure Span of Control and Top Down Management
Situational Leadership No one style is appropriate for all situations Increased involvement in decision making Collaborative Planning Flexible Change Strategies Unique Organizational Personality must be accounted for in structure, leadership, and decision-making
Scientific Management The most efficient manner to complete a task is determined and everyone does it that way Task Analysis Personnel Selection and Training Bureaucratic Organization Structure Span of Control and Top Down Management
Futuristic Approach Focus on an improved, decentralized system of management Learning organizations able to predict for and respond to a changing environment Organizational Change Models that help organizations prepare for future challenges