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Management, Organization, and Society Appendix

by: Kerrigan Unter

Management, Organization, and Society Appendix BADM 2101

Marketplace > George Washington University > Business Administration > BADM 2101 > Management Organization and Society Appendix
Kerrigan Unter
GPA 3.0
Management, Organizations, and Society
Davis, H

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Management, Organizations, and Society
Davis, H
Class Notes
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This 3 page Class Notes was uploaded by Kerrigan Unter on Monday October 19, 2015. The Class Notes belongs to BADM 2101 at George Washington University taught by Davis, H in Fall 2014. Since its upload, it has received 14 views. For similar materials see Management, Organizations, and Society in Business Administration at George Washington University.


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Date Created: 10/19/15
BADM 2101 Management Organization and Society Appendix as far back as 1000 BC perceptive officials in China were writing about how to manage and control organized human activity 500 years later Sun Tzu wrote about his views of principles of leadership ancient Egypt and Rome were able to organize large numbers of people to carry out coordinated activities that required a form of what today we would call management In the late middle ages citystates in Europe such as Venice and Florence were managing certain activities with procedures that today we would consider modern industrial revolution began in 1750 in Manchester England led to advances in technology James Watt produced the first steam engine in 1765 created specialized tasks to coordinate worker s efforts for maximum ef ciency Division of labor the division of work so that each person performs a limited number of tasks early supervisors evidences a greater degree of technical skills or had the ability to keep discipline New World success abundance of raw materials and natural resources and absence of old traditions systematic thinking of how to manage railroads First formal calls for serious attention to the business aspects of engineering activities began in 1886 Basic elements of scientific management Determine the one best way to do each job through precise objective measurement 0 Select the best persons for the job 0 Train the best person in the most ef cient methods of performing the tasks the one best way 0 Provide sufficient monetary incentive to the workers to perform the task correctly and meet a defined hourly or daily target rate of output classical management theory focuses on the study of the principles and functions of management and the authority structures of organizations functions of management planning organizing command coordination and control types of authority relationships 0 Traditional authority exercised on the basis of custom or past practice 0 Charismatic authority 0 Rationallegal authority exercised to achieve specifically designated goals and based on the legal right of the person in a particular office coordinative principle the need to obtain a high degree of coordination of actions towards a common purpose scalar principle the need to designate the precise delegation of authority from the top to the bottom of the organization functional principle the need to achieve a tight grouping of specialized functions or duties staff principle the need to provide mangers in the direct chain of command with ideas and information from specialized experts and the related need to distinguish clearly between the two types of positions neoclassical management theory expanded to include situational and social considerations human relations approach focused on the importance of relationships among people in the workplace human resources approach basic belief that people possess and want to make greater use of their talents and capabilities and that if allowed to do so performance and satisfaction will increase bounded rationality managers attempt to make rational decisions but their thinking is constrained by human limitations satisficing decision that results in an acceptable course of action rather than necessarily the best alternative or goal maximization management science quantitative approach to managerial problems integrative approaches attempt to combine a number of different variables or elements into a more wholistic approach to the broad process of management open system in which there is interaction of the elements with the outside environment closed system system in which there is no interaction of the elements with the outside environment mechanist approach highly structured traditional management approach organic approach exible employeecentered management approach that seems better suited for rapidly changing a complex governments nonrepetitive tasks and employees With considerable training and competence contingency approach emphasizes matching style to the organization s environment


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