Lecture 3 - Scientific Method
Lecture 3 - Scientific Method ORSC 1109
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This 2 page Class Notes was uploaded by Leslie Ogu on Monday February 8, 2016. The Class Notes belongs to ORSC 1109 at George Washington University taught by Costanza, D in Fall 2015. Since its upload, it has received 37 views. For similar materials see Introduction to Organizational Sciences in Humanities and Social Sciences at George Washington University.
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Date Created: 02/08/16
Leslie Ogu ORSC 1109 01/20/2016 Scientific Method Socrates →Industrial Revolution Scientific Management ● first thing people used to design or change organizations ● first time people wrote things down about how to run organizations, what was being done, etc. ● employees = tools ● science used to break down and understand organizations using the scientific method ○ Ex: “time and motion” checked to improve efficiency by reducing time taken to do a task ● job analysis Frederick Taylor (1915) ● best practice ● geared at production operations ● employees “best friend” because you’re employing them ● managers? (as a result, they begun dehumanizing workers as they were easily replaceable and treated them badly) ● dehumanization Theory →Economic Development ● emergence of banks, insurance companies, and more ○ these were companies that were theorybased, peoplebased, and based on other things Bureaucracy Henry Fayol (1916) ● still had a philosophical backing ideas ● top down management ● manager functions ● coordination Max Weber (1922) ● like Taylor, came up with a model 1. sources of authority a. bureaucracy has to recognize them and uphold them b. traditional c. charismatic d. rationallegal e. tech. competence = / management 2. division of labor in regards to functions (creation of bureaus) a. applied to retail, social, and other organizations 3. formal rules and procedures a. keeps order 4. separate person and company rights 5. career a. in scientific method, best a worker could do is become a supervisor, but now they have more opportunity to advance 6. conflict Rationality (when it comes to decisionmaking) ● Bounded Rationality ( Simon ): assume you know all workers, competitors, etc. ○ limited information ○ limited alternatives to consider ○ poor predictors ○ these three things lead to satisficin (as good as it can be, given the limits (or what you have)) decisions ● Contradictory Proverbs
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