A S L 3 Lecture Notes - Lecture 27: Reward System, Scientific Management, Hawthorne Effect
Chapter 2 management theory
Origins of management thought
Competing values model: - the rational goal models of management - the internal
process model – the human relations school – systems theory – contingency theories
Competing values framework
Look at p. 39 -> vertical axis: tension between flexibility and control is a challenge for
managers, because there isn’t a prescribed solution.
The horizontal axis highlights the extend to which mangers focus on either the internal
or external environment.
Rational goal models of management
The rational goal approach focuses on the organization's ability to achieve its goals.
Scientific management
Science-based approach to optimising output in a production process. It is a theory of
management that analyses and synthesizes workflows.
Five principles through which efficiency could be optimised:
1. the use of scientific methods to determine the ‘ one best way’ to complete a task
2. the selection of the best person to undertake the task depending on physical and
mental capabilities
3. the provision of training and development for workers to enable them to follow
clearly defined procedures
4. the provision of financial rewards ad incentives for adhering to prescribed
methods
5. shifting the responsibility for planning and organising work schedules from the
worker to the manager.
Problems of scientific management
Lack of a human touch, workers were expected to perform to the same standard every
time they entered the working environment, regardless of their personal well-being or
psychological state. Best person to do the job is not a constant, vary according to the
condition of the worker on any day given.
Modern examples of scientific management
Clothes manufacturing: Reward system: paid according to whether their output matches
set targets over a set period of time.
Fast food restaurants such as McDonald’s and KFC. Each task is clearly defined and
targets are set.
Call centres: workers are constantly monitored and their output is recorded.
The Gilbreths
Two contemporaries of Taylor: Gilbreths. time and motion studies had three elements,
which were to:
1. break down each action into components
2. find better ways to perform it
3. reorganise each action to be more efficient
‘ why is work often slow and inefficient?’
Document Summary
Competing values model: - the rational goal models of management - the internal process model the human relations school systems theory contingency theories managers, because there isn"t a prescribed solution. Look at p. 39 -> vertical axis: tension between flexibility and control is a challenge for. The horizontal axis highlights the extend to which mangers focus on either the internal or external environment. The rational goal approach focuses on the organization"s ability to achieve its goals. Science-based approach to optimising output in a production process. It is a theory of management that analyses and synthesizes workflows. Lack of a human touch, workers were expected to perform to the same standard every time they entered the working environment, regardless of their personal well-being or psychological state. Best person to do the job is not a constant, vary according to the condition of the worker on any day given.
