Chapter 3 Notes
Chapter 3 Notes MGT 235
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This 2 page Class Notes was uploaded by Jordan Lazan on Monday September 21, 2015. The Class Notes belongs to MGT 235 at Pace University taught by Noh in Fall 2015. Since its upload, it has received 23 views. For similar materials see Arts and Entertainment Management in Business, management at Pace University.
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Date Created: 09/21/15
Chapter 3 Notes Management Theories Pro t vs Nonpro t For Pro t D board of directors not always required Sole proprietorshipl directorowner Partnership2 directorsowners Limited Liability Corporationsafer lots of shareholders Nonpro t D no pursuing pro ts beyond a reasonable compensation for public service Shareholderthe public Arts organizations are 501c3 taxexempt federal tax return publicly available Classical Theories Core concepts Division ofLabor groups do thinks individuals can39t Saves time improves technology enhances expertise become skilled quality control specialization is advantageous synergies ex Chipotle line Bad lack of autonomy no communication weakened morale Bureaucracy formal division of labor hierarchy of authority written rules and procedures appointment by merit separation of home and of ce Good coordination preplanned work topdown communication Bad creativity unanticipated events bottomup communication Scienti c Management aka Taylorism quotscience of shovelingquot everything can be scienti cally optimized only quotone best wayquot Bad assumes every worker is interchangeable doesn39t consider what the organization produces Contemporary Theories Contingency Theory Best way depends on the technology Small batch ex artwork at hierarchy few rules low supervisoremployee ratio Large batch ex consumer electronics greater hierarchy many rules moderate ratio Continuous ex chemical plants greatest hierarchy many rules high ratio OR best way depends on the environment Mechanistic stable environment individual specialization centralization standardization written communication network of positions corresponding to tasks Organic changing environment joint specialization decentralized mutual adjustment verbal communication team organization Resource Dependence Theory organizations are not selfsuf cient Autonomous strategies Buffering ex stockpiling warehousing Smoothing ex hospital schedules offpeak airfare Forecasting ex more canned pumpkin for sale in fall Rationing ex book publisher nterorganizationa strategies Bargaining usually short term ex management and union Cooptation let nonmembers help with decisions ex appointments to board of directors Coalitions long term commitment ex joint ventures joint programs Merger two organizations joining ex Disney and Pixar becoming one