...Drawing on Weber’s ideal type, critically consider the relevance of bureaucratic administration to the management of twenty-first century organizations. Max Weber was a German sociologist in the twentieth century; he was famous for his classical management theory. Weber classified three different types of authority, traditional, charismatic and legitimate authority. Traditional authority is based on traditions and customs that the leader has the legitimate right to use authority. Charismatic authority is the belief that the leader whose mission and visions will inspire others. Legitimate authority is based on formal, system of rules. In the 1930s, Weber introduced that the bureaucratic form as being the ideal way of organizing government agencies. This soon became popular in both the private and public sectors. Weber believes that the development of rational forms to be the most important characteristics in the development of Western society and capitalism. He considered the traditional and charismatic forms as irrational. Rationality is based on reasoning, calculation and logic. One of the many types of rationality includes the formal rationality. The notion of formal rationality is important to the emergence of industrial capitalism as capitalism values reason, calculation and precision, science and logic. Formal rationality is a form of rationality that characterizes bureaucratic organizations. Bureaucracy refers to the execution of tasks that are governed by official administrative...
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...UNVERSITY OF GUYANA social science department of business & management studies Group Assignment Names: Alexis Parris-14/0312/1864 Narotam Bisnauth- Sherry Wilson-Fraser- Willana Cameron- Jenelle Richards- Kester Bowen- Course: ACT 2101 Semester 1 for the Academic Year: 2015-2016 Presented to: Ms. Elizabeth Persaud 2015 lucky 10/1/2015 Table of Content Introduction………………………………………………………………………………..2-3 Description………………………………………………………………………………..4-16 Analysis………………………………………………………………………………………17- Conclusion…………………………………………………………………………………… Bibliography…………………………………………………………………………………. Introduction Management theories have evolved over a number of centuries. According to (Koontz and Weihrich 1990, p 4), management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. Theories are perspectives with which people make sense of their world experiences (Stoner et.al 1995, p 31-32). Theory is a systematic grouping of interdependent concepts and principles that give a significant area of knowledge. Theory is in its lowest form a classification, a set of pigeon holes, a filing cabinet in which fact can accumulate. Nothing is more lost than a loose fact, (Homans 1958, p 5). Management theories are the set of general rules that guide the managers to manage an organization. Management theories...
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...concepts of management control, accounting information systems, performance budgets and the roles of budgets. These general accounting concepts, applicable in both the private and public sector, are used to compose a research framework for analyzing the role of budgeted performance measures in Dutch local government. Organizational and management control Control, next to strategy formulation and objective setting, is one of the critical management processes (Merchant, 1998; Merchant and Van der Stede, 2003). The term “organizational control” has no single generally accepted definition. Literature presents various definitions, describing organizational control as a process (of setting a standard, observing what is happening, comparison of observation and standard, and if necessary, behavior altering communication), or by its main goal (e.g. assuring implementation of strategies). Anthony (1988) has provided a general accepted structure for organizational control. His traditional framework distinguishes three separate and distinct processes; being strategy formulation, management control, and task control. Within this concept, task control and strategy formulation form the boundaries of the management control process. Strategy formulation is the process of deciding on the goals of the organization and the strategies for attaining these goals. Task control is the process of ensuring that specific tasks are carried out effectively and efficiently. Management control fits between the...
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...and Rogers, have essentially monopolized the entire industry. In contrast, industries with little to no barriers to entry, such as the restaurant industry, make it very easy for new businesses to enter. In order to start a business in Canada, you first need to come up with a business idea and then methodically turn it into a structured plan, while ensuring to consider the degree of competition in your respective industry. This is a critical first-step, as the smoothness of your day-to-day operations will rely a great deal on the organizational model you established in your business plan. In Canada, there are four legal forms of business to choose from: sole proprietorship, partnership, corporation, and cooperative. In sole proprietorship, the business owner is directly responsible for all debts and obligations related to their business. In turn, all profits generated by the business are for their keeping. Some of the advantages of choosing a sole proprietorship form of business are: simplicity and inexpensiveness, direct control of decision-making, and a limited regulatory burden. Disadvantages of sole proprietorship include an unlimited liability for the owner, which can result in creditors going after personal assets if the owner’s business lacks the financial resources to cover their debt obligations. In sole proprietorship, it can also be difficult to raise capital on your own, and depending on how successful your business is, your income will be taxable at a personal rate...
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...managers and leaders were also highlighted in the case. This report aims to examine and evaluate the project and risk management of the project discussed in the case. In particular, we will analysis the following aspect of the case: 1. Project definition phase of the PCNet project. We will evaluate the project definition phase of the PCNet project and discuss some of the problems that emerged during the project in relation to project definition phase. 2. Role of the PCNet project manager. We will evaluate the role of the PCNet project manager and discuss some of the core skill sets required to be the PCNet project manager. 3. Risk Management of the PCNet project. We will evaluate the risk management of the case project by applying the Four Stages Risk Management framework (Larson and Gray, 2014). 4. Recommendation on...
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...continue to the main analysis take a few minutes to see this video in YouTube http://www.youtube.com/watch?v=Ubxb9KUOQtI and then proceed to reading. 1 Main Analysis What are the Management Theories? Management theories are implemented to help increase organizational productivity and service quality. Not many managers use a singular theory or concept when implementing strategies in the workplace: They commonly use a combination of a number of theories, depending on the workplace, purpose and workforce. Classical Management As shown in the figure below there are three classical management approaches: (1) scientific management, (2) administrative principles, and (3) bureaucratic organization. Scientific Management Scientific approach was found in 1911 by Frederic W. Taylor and includes four guiding action principles. 1. Develop for every job a “science” that includes rules of motion, standardized work implements, and proper working conditions. 2. Carefully select workers with the right abilities for the job. 3. Carefully train workers to do the job and give them the proper incentives to 2 cooperate with the job “science.” 4. Support workers by carefully planning their work and by smoothing the way as they go about their jobs. Administrative Principles Henri Fayol published Administration Industrielle et Générale in 1916. The book outlines his views on the proper management of organizations and of the people within...
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...methods for dealing with the challenges they faced (Hartman, n.d.). There are three primary “classical” theories: Scientific Management, Bureaucratic Management / Autocratic management, and Administrative Management. This paper will discuss the three primary management theories as well as discuss several other theories relating to some of the primaries, and some that were slight precursors to the classical movement such as Change Management and Autocratic Management (Sridhar, n.d.). Classical Perspective The oldest of the "formal" viewpoints of management emerged during the late nineteenth and came to be known as the classical perspective. The classical perspective roots in management occurred rapidly through expanding manufacturing organizations that typified U.S and European industrialization. Early contributions were made by management practitioners and theorist from several corners of the world (Eastern, n.d.). The classical perspective consists of three main subfields: 1. Scientific Management (by Frederick Taylor) 2. Bureaucracy Management (by Max Weber) 3. Administrative Management (by Henry Fayol) Scientific Management Theory In the 19th century machinery was changing the means of production, and managers needed to find more efficient ways of production. Traditional methods of production, where a worker did all the steps to manufacture a good, were being challenged. Adam Smith found that the factory method was more productive, where each worker became very...
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...Control Mehcanisms Bridjette Andrews, Glenda Griggs, Alejandro Ortiz, Angela Johnson MGT/330 May 18, 2011 Dr. Alex Karie Control Mehcanisms Wal-Mart is a increasingly large industry functioning to meet the needs of its consumers, employees and producers by using controls; the controls that Wal-mart feel are the most effective at achieving the goals of the company are market control, clan control, manager audits, and performance standards. These controls help make Wal-Mart the growing empire it is today. No business can thrive without some form of control. The way that each form control works effects all of the four functions of management; organizing, leading, controlling and planning. Each control chosen by Wal-Mart was chosen because they are important to thrive in the business world they help increase the confidence of customers, employees and suppliers. All controls involve managers making decisions that are for the betterment of the company. But there are differences between the many control mechanisms that are implemented within Wal-Mart. The following control mechanisms are used at Wal-Mart; market control, clan control, manager audits and performance standards. Market Control is maintained through certain aspects of the market including market share, price, and competition. This form of control is also called decentralized control. Market control is used when there is a reasonable level of competition within the market especially in the service area as well...
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...organisations serve as the phenomenon of interest for theorisation and explanation. In actual fact, it involves many theories that do not always fit together thus multiple perspectives have to be used to analyse the complexities in organisation. The four perspectives are modernism, symbolic-interpretivism, postmodernism and critical theory. Each perspective provides different manner of interpreting the world which results in different knowledge acquired (Hatch & Cunliffe 2006). Globalisation has enable organisations to enter new markets and reduce business cost. These organisations are known as transnationals because their routine activities have crossed borders. They are able to exert control through ownership and/or through operations (eds. Alvesson, Bridgman & Willmott 2009). In this essay, I will be using modernist and critical theory perspective and related theories to analyse how Apple as a capitalist, exercise power and over its organisation network and external environment. The first section of the essay includes the meta-theoretical frame work of the two perspectives. It also includes how the two different perspectives view power in the organisation and the environment. The second section will be my analysis of Apple using control theories and the resource dependency theory to analyse how Apple has the power over Apple’s own employees, Foxconn and the workers. Section 1: Theoretical Framework To make comparison between modernism and critical theory, it is essential...
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...indicated that Management theory evolved with "scientific" and "bureaucratic" management that used measurement, procedures and routines as the basis for operations. Firms developed hierarchies to apply standardized rules to the place of work and penalized labour for violating rules. With the "human relations" movement, companies emphasized individual workers. Modern management theories, including system theory, contingency theory and chaos theory, focus on the whole organization, with employees as a key part of the system. The evaluation of management theory can be categorized in to different parts: * Pre-Scientific Management Era (before 1880), * Classical management approach Era (1880-1930), * Neo-classical Management Era (1930-1950), * Modern Management era (1950-on word). Classical Management approach includes Scientific Management, Administration Management, and Bureaucracy Management, human relation. Neo- classical Management includes Human relation and Behavioural Management. Modern Management includes Quantitative Management, System Management Approach, and Contingency Management. The Classical Approach The classical approach is the earliest thought of management .The classical approach was associated with the ways to manage work and organizations more efficiently. The classical approach are categorized into four groups namely, scientific management, administrative management, and bureaucratic management, human relation. | 1) Scientific Management...
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...late eighteenth century when machine power was substituted for human power, it became more economical to manufacture goods in factories than at home. These large, efficient factories needed someone to forecast demand, ensure that enough material was on hand to make products, assign task to people, direct daily activities, and so fort. That “someone” was managers, and these managers would need formal theories to guide them in running these large organizations. It wasn’t until the early 1900s, however, that the first steps were taken toward developing such theories. The evolution of modern management thinking begins in the nineteenth century and flourished during the twentieth. EVOLUTION OF MANAGEMENT THOUGHT Today's management theory is the result of the interdisciplinary efforts of many people. THE FOUNDERS The beginning of the modern organization occurred primarily during the middle of the nineteenth century with the rise of the factory system, principally in the textile industry, where automation and mass production became the cornerstone of productivity. Management thinking, however, was slow to evolve during the century. The need existed to define what management was in the first instance as well as to operationalize it in meaningful terms for an organization. During this period two principal management theorists took up this challenge and...
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...in the late eighteenth century when machine power was substituted for human power, it became more economical to manufacture goods in factories than at home. These large, efficient factories needed someone to forecast demand, ensure that enough material was on hand to make products, assign task to people, direct daily activities, and so fort. That “someone” was managers, and these managers would need formal theories to guide them in running these large organizations. It wasn’t until the early 1900s, however, that the first steps were taken toward developing such theories. The evolution of modern management thinking begins in the nineteenth century and flourished during the twentieth. EVOLUTION OF MANAGEMENT THOUGHT Today's management theory is the result of the interdisciplinary efforts of many people. THE FOUNDERS The beginning of the modern organization occurred primarily during the middle of the nineteenth century with the rise of the factory system, principally in the textile industry, where automation and mass production...
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...elsevier.com/locate/worlddev World Development Vol. 33, No. 5, pp. 729–743, 2005 Ó 2005 Elsevier Ltd. All rights reserved Printed in Great Britain 0305-750X/$ - see front matter doi:10.1016/j.worlddev.2004.12.001 Economic Liberalization, the Changing Role of the State and ‘‘Wagner’s Law’’: China’s Development Experience since 1978 DAMIAN TOBIN * CeFiMS, SOAS, University of London, UK Summary. — The paper applies Wagner’s Law of increasing state activity to illustrate the changing function of the state in China as a consequence of economic liberalization. Wagner’s Law describes the association between increasing national wealth in progressive states and the rise in state activity and expenditure. This indicates that the causes of bureaucratic expansion are to be sought, not just in terms of political pressures, but the interplay between political considerations and the economic necessities, resulting from the emergence of new property rights. A simple illustrative model is developed to measure the effects of increasing national wealth and the growth of the public sector. This suggests that the patterns of economic development observed by Wagner in 19th century Europe are not unlike those observed in China today. Ó 2005 Elsevier Ltd. All rights reserved. Key words — Asia, China, economic growth, public sector 1. INTRODUCTION The relationship between economic growth and the size of the state sector has long been a topic of interest for public policy practitioners and academics...
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...Fayol’s “principles” for guiding managerial action. • List the key characteristics of bureaucracy and explain why Weber considered it an ideal form of organization. • Identify possible disadvantages of bureaucracy in today’s environment. • Explain Follett’s concept of organizations as communities. • Define the Hawthorne effect. • Explain how the Hawthorne findings influenced the development of management thought. • Explain how Maslow’s hierarchy of needs operates in the workplace. • Distinguish between Theory X and Theory Y assumptions, and explain why McGregor favored Theory Y. • Explain Argyris’s criticism that traditional organizational practices are inconsistent with mature adult personalities. • Define system, subsystem, and open system. • Apply these concepts to describe the operations of an organization in your community. • Define contingency thinking, knowledge management, and a learning organization. • List characteristics of learning organizations. • Describe evidence-based management and its link with scientific methods. CHAPTER 2 OVERVIEW Historical records indicate that people have been “getting things done through others” since at least biblical times. In all likelihood, prehistoric people also practiced management in order to secure shelter, direct hunting expeditions, and cultivate the land....
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...THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP HND Business Level 5 21rd June 2012 THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP AC2.1: Leadership Styles Introduction Concisely, leadership refers to the process through which a person manages to influence others in a coherent and cohesive manner so that they can accomplish a certain objective. Leadership practice depends on four factors namely leader, followers, communication, and situation. To a certain extent, leadership practice is closely related to management but there are certain differences that set the two organisational necessities apart. In the traditional thinking present in all organisations, leadership separates the roles of a manager from those of a leader. The rationale behind this is that managers are people who operate under control; they administer through focusing on already existing structures and systems. However, there must be a balance between both management and leadership demands for the optimal survival of any organisation. Both leaders and managers are vital for the positive performance and success of an organisation. Leadership skills model a way forward while management skills enable arriving at a set target. This means that striking a balance between leadership and management demands in an organisation requires an effective leader to carry good management skills and similarly, an effective...
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