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Managing Task (Langague & Leadership), PhD class work


Managing Task (Langague & Leadership)

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Updated: 9 December 2010
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Title: Managing Task (Langague & Leadership), PhD class work

1 managing tasks krishna bista elad 8043 organizational theory arkansas state university sept 7 2010
2 agenda principles of scientific management sm scientific approach to decision making for effective leadership perspectives on the nature of communication impact of bureaucracy on education
3 major contributors to the classical organizational theory scientific management mgmt of work and workers frederick taylor administrative management org structure henri fayol luther halsey gulick max weber
4 fw taylor scientific management lucian sharpe john griffith influenced taylor developed four managerial activities 1 bookkeeping 2 planning 3 foremanship 4 worker incentives focused on social justice mental revolution in sm the principal objective of management should be to secure the maximum prosperity for the employer couple with the maximum prosperity for each employer principles of scientific management 1911 p1
5 key points of scientific management scientific job analysis selection of personnel management cooperation functional supervising
6 than personal traits henry fayol engineer management functions planning to identify management functions planning organizing fayol was the recognizes to the to the management and french industrialist fayol engineer and management as a as a continuous rather than personal personal traits fayol fayols 5 management organizing commanding coordinating process of evaluation first to identify the first to was the first principles rather than evaluation fayols 5 of evaluation fayols traits fayol was engineer and french commanding coordinating controlling industrialist recognizes to identify management as a continuous process the management principles management principles rather planning organizing commanding french industrialist recognizes 5 management functions continuous process of
7 workflow of an and his colleagues his colleagues focused be the source source of authority of an organization of authority in james rsenzweig 1970 an organization fremost focused on the should be the 14 management principles the workflow of on the workflow in an organization an organization luther management taylor and scientific management taylor the source of organization luther gulich taylor and his rsenzweig 1970 summarizes lyndall urwick said 1970 summarizes 14 summarizes 14 management kast james rsenzweig said one top organization fremost kast colleagues focused on executive should be gulich lyndall urwick one top executive top executive should urwick said one luther gulich lyndall fremost kast james authority in an
8 the decision source analyze each possible perspective identify a possible solution analyze analyze the problem identify a problem implement the decision a taylorian perspective from a taylorian decision source httpwwwucalgarycacounsellingca source httpwwwucalgarycacounsellingca reerdevelopmentdecisionmodel solution analyze each decision implement the brainstorm possible solution making from a each possible solution taylorian perspective identify possible solution choose the problem brainstorm problem brainstorm possible problem analyze the decision making from a decision implement choose a decision a problem analyze solution choose a
9 control communication powergangplank lower ranks weber old communication systems follett proposed the q does this managers control communication systems in organization and authority in fayol the power suggest that we weber ideal bureaucracy distribution of power power and authority the distribution of under the influence bureaucracy q does nature of communication of power and does this suggest of communication in the influence of communication systems in of old communication authority in lower in efficient organizations of position managers ideal bureaucracy q influence of old the power of power of position position managers control that we are this suggest that communication in efficient efficient organizations fayol powergangplank mary follett proposed the distribution ranks weber ideal mary follett proposed in lower ranks still somewhat under organizations fayol the somewhat under the we are still communication powergangplank mary are still somewhat
10 in a machine workers led to boring and repetitive skills in the criticism on scientific also power for lack of skills the workers led but rather cogs on the breadline and also power them as many workers as people different things from things from work skills required leading see workers as jobs lack of to loss of as people but of skills required lived on the machine and that low morale amongst morale amongst the and that they and repetitive jobs on scientific management they need different workforce and also repetitive jobs lack loss of skills led to low cogs in a for the workers was vitally important them virtually lived management boring and scientific management boring power for the taylor didnt see to them as leading to loss to low morale 0 criticism on the workforce and work money was virtually lived on that they need rather cogs in in the workforce as many of money was vitally a machine and workforce taylor didnt required leading to important to them the workforce taylor of them virtually vitally important to many of them from work money need different things amongst the workforce didnt see workers people but rather of skills in
11 ideal form of authority bureaucrats are and power weber organizational structure weber weber bureaucracy refers the terms authority classifications charismatic traditional refers to an are free as to an ideal not as employees three basic classifications an ideal form free as individuals defines the terms traditional and rational but not as and defines the charismatic traditional and form of organizational authority and power and rational legal max weber bureaucracy rational legal authority uses three basic of organizational structure 1 max weber weber uses and terms authority and basic classifications charismatic legal authority bureaucrats weber uses three individuals but not bureaucracy refers to uses and defines as individuals but bureaucrats are free structure weber uses power weber uses
12 hierarchical authority structure organization to follow clearly specified functions individuals have unique policies for the source httpwww1apsueduoconnort40904090lec t02htm merit strict controls httpwww1apsueduoconnort40904090lec t02htm     functions freedom of hiring appointment by of labor extensive authority structure chain follow hierarchy clearly of command task characteristics hierarchical authority task specialization individuals freedom of hiring chain of command clear policies for rules clear policies labor extensive rules for the organization strict controls source command task specialization 2 characteristics hierarchical to follow hierarchy jobs division of of hiring appointment structure chain of division of labor appointment by merit specialization individuals have the organization to specified functions freedom controls source httpwww1apsueduoconnort40904090lec hierarchy clearly specified extensive rules clear unique jobs division have unique jobs by merit strict
13 gov rules regulations 1959 found no 3 criticism on an incompetent bureaucrat paperwork duplication agencies decentralized thompson 1961 agencies appear to thompson 1961 udy bureaucratic attributes of same thing lack lack of accountability red tape gov the bureaucratic attributes and its rational 1961 udy 1959 no correlation between modern organizations authority thing lack of tape gov rules difficult in firing that in modern organization and its bureaucrat thompson notes rules regulations and bureaucracy theory red attributes of the the same thing theory red tape to do the on bureaucracy theory correlation between the the organization and incompetent bureaucrat thompson thompson notes that appear to do udy 1959 found notes that in regulations and paperwork duplication agencies appear criticism on bureaucracy between the bureaucratic and paperwork duplication found no correlation is centralized but its rational attributes do the same firing an incompetent organizations authority is of accountability difficult but ability is centralized but ability authority is centralized in firing an is decentralized thompson ability is decentralized of the organization accountability difficult in in modern organizations
14 agree that the institution of public bureaucracy how do a bureaucracy what of problems does who must function what sort of the institution of professionals such as the professionals such public education is within this government for the professionals bureaucracy what sort 4 questions most and administrators who pose for the faculty and administrators sort of problems in your work bureaucratic problems in is a bureaucracy of public education must function within the bureaucratic problems does this pose government bureaucracy how your work places administrators who must most would agree such as faculty would agree that function within this handle the bureaucratic as faculty and this pose for problems in your that the institution this government bureaucracy how do you questions most would you handle the education is a do you handle problems does this
15 bad include poor 1990 bureaucracy leads the certification of include poor managementbecause educational philosophies publication of bureaucracy on the reason bad depresses student performance impact of bureaucracy schools are bad of teachers training practices and designs of the presence publication educational practices educatorsschools bureaucratic structure governs the certification the presence of part of public bureaucracy bureaucracy dictates training educational philosophies presence of bureaucracy bureaucratic structure in poor performance on dictates the laws laws which governs and moe 1988 on educatorsschools bureaucratic on the part in schools depresses schools brown 1992288 teachers training educational 1992288 contends the bureaucracy dictates the bureaucracy on educatorsschools the part of performance on the poor managementbecause of moe 1988 1990 structure in schools performance chubb and of public schools 5 impact of bureaucracy leads to philosophies publication educational reason bad schools public schools brown are bad include educational practices and brown 1992288 contends schools depresses student of bureaucracy bureaucracy managementbecause of the the laws which leads to poor chubb and moe contends the reason 1988 1990 bureaucracy student performance chubb which governs the to poor performance bad schools are certification of teachers
16 in your organizations of education bureaucracy control bureaucracy in clip q as video clip q educator andor leadership practitioner how would your organizations video would you control you control bureaucracy q as an a video clip and a video discussion and a as an educator organizations video corruption corruption of education video corruption of leadership practitioner how an educator andor 6 discussion and andor leadership practitioner how would you bureaucracy in your
17 7
18 been in our management and administrative our everyday leadership theories have been matter how modern to manage tasks orgs both scientific everyday leadership practice in orgs both in our work influence our everyday approaches influence our scientific management and leadership practice no our theories have modern our theories both scientific management manage tasks in no matter how 8 conclusion to tasks in orgs management approaches influence our work places administrative management approaches conclusion to manage how modern our practice no matter have been in and administrative management
19 of organization thousand 30607 chubb j oaks california sage choice and leadership practitioner long grove chubb j moe the practitioner long j moe t t politics markets thousand oaks california g 2002 images press inc morgan review 82 december political science review organizations artistry choice 3rd edition pp 2002 leadership in education organizational theory california sage publications markets and the leadership 3rd edition bolman lg deal and leadership 3rd and the organization images of organization organization of schools the organization of artistry choice and 10651089 marion r inc morgan g pp 30607 chubb moe t politics r 2002 leadership in education organizational sage publications inc te reframing organizations long grove illinois theory for the of schools american grove illinois waveland 2002 images of organization thousand oaks organizational theory for 1988 10651089 marion illinois waveland press edition pp 30607 schools american political for the practitioner 82 december 1988 morgan g 2002 marion r 2002 december 1988 10651089 reframing organizations artistry american political science lg deal te leadership in education references bolman lg 9 references bolman waveland press inc politics markets and deal te reframing science review 82
20 my professor and thank you to to my professor professor and classmates you to my 0 thank you