Chapter 7 industrial management study guide

Download There are some very promising areas of law that lawyers do not take full advantage of. Labour and employment law is one of them. Combined with industrial laws it makes a very powerful combination.

Chapter 7 industrial management study guide

One head and one plan for a group of activities with the same objective 6. Subordination of individual interests to the general interest The interests of one individual or one group should not prevail over the general good.

This is a difficult area of management 7. Remuneration Pay should be fair to both the employee Chapter 7 industrial management study guide the firm 8.

Centralisation Is always present to a greater or less extent, depending on the size of the company and quality of its managers 9.

Labour law is changing

Scalar chain The line of authority from top to bottom of the organisation Order A place for everything and everything in its place; the right man in the right place Equity A combination of kindliness and justice towards the employees Stability of tenure of personnel Employees need to be given time to settle into their jobs, even though this may be a lengthy period in the case of the managers Initiative Within the limits of authority and discipline, all levels of staff should be encouraged to show initiative Esprit de corps Harmony is a great strength to an organisation; teamwork should be encouraged Advantages Fayol was the first person to actually give a definition of management which is generally familiar today namely 'forecast and plan, to organise, to command, to co-ordinate and to control'.

Fayol also gave much of the basic terminology and concepts, which would be elaborated upon by future researchers, such as division of labour, scalar chain, unity of command and centralisation.

Chapter 7 industrial management study guide

Disadvantages Fayol was describing the structure of formal organisations. Absence of attention to issues such as individual versus general interest, remuneration and equity suggest that Fayol saw the employer as paternalistic and by definition working in the employee's interest.

Many of these principles have been absorbed into modern day organisations, but they were not designed to cope with conditions of rapid change. F W Taylor - -USA- The Scientific Management School Taylorism involved breaking down the components of manual tasks in manufacturing environments, timing each movement 'time and motion' studies so that there could be a proven best way to perform each task.

Thus employees could be trained to be 'first class' within their job. This was a scientific system where every task became discrete and specialised.

Specialised services are provided in the NHS, and these management techniques could prove useful in these areas, to review productivity.

Key points about Taylor, who is credited with what we now call 'Taylorism': For the workers, scientific management required them to: The benefits arising from scientific management can be summarised as follows: The drawbacks were mainly for the workers: Therefore, in summary, while the scientific management technique has been employed to increase productivity and efficiency both in private and public services, it has also had the disadvantages of discounting many of the human aspects of employment.

Taylorism prevailed in the '30s through to the early '60s - and in many organisations considerably later than this. Max Weber -Germany Weber described bureaucracy as the most efficient way of working.

Bureaucracy in this context is the organisational form of certain dominant characteristics such as a hierarchy of authority and a system of rules. Bureaucracy in a sense of red tape or officialdom should not be used as these meanings are value-ridden and only emphasise very negative aspects of the original Max Weber model.

Authority is distinguished from power by Weber. Power is a unilateral thing - it enables a person to force another to behave in a certain way, whether by means of strength or by rewards.

Cross-Cultural Reviews: Summary Chapter Two: The Management and Control of Quality

Authority, on the other hand, implies acceptance of the rules by those over whom it is to be exercised within limits agreeable to the subordinates that Weber refers to in discussing legitimate authority. Weber presented three types of legitimate authority also discussed in Section 5a: It is the rational-legal authority form that exists in most organisations today and this is the form to which Weber ascribed the term 'bureaucracy'.General Pest Management A Guide for Commercial Applicators Extension Bulletin E •October , Major revision-destroy old .

This study guide is a companion to the seventh edition of Operation of Water Resource Recovery Facilities, MOP The manual and study guide can be used for training classes, studying for certification exams, and improving the quality of operations within the facility or firm.

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