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March 22 2014


Principles of scientific management

Concern for streamlining, standardize and establish standards of behavior that might apply the administrator led most of the engineers of scientific management to think that these principles could be applied to all situations of the company and, consequently, each they sought to establish their own management principles. A principle is as true in particular intended situation, it's a preview of what should be done when the situation arises.

Classical School

To this school also referred to as "traditional", "operational" or "the administrative process". Their approach is geared towards the identification of administrative functions, the activities of the administrator, and the establishment of administrative principles. It is considered that the functions and principles are universal for all administrators.

Stability of personnel. Provide opportunity for people to show that they can play a good job and, whenever possible, should procure them that his stay in the erp romania organization is stable.

Initiative. You agree and run things leaders should encourage the initiative of subordinates for ideas that can generate staff, where appropriate, be used in the solution of common problems. The initiative is a powerful stimulus that motivates people to cooperate in the success of the organization, and source of human satisfaction by allowing workers to see their ideas put into practice.

During the research process was discovering the existence of social groups of workers that formed spontaneously, in which there was solidarity to respect any covenant or agreement taking the group. Among other things, it became apparent that the attitude of these informal groups affected productivity, since they established their own rules of production (respected for reasons of loyalty), and maintained an apparent degree of effort to disguise the general slowdowns.

Attempts by strict bosses behave workers were not productive and generated over time a deep aversion, uncomfortable situation for shift supervisors, who were the butt of jokes secret, and situations to create problems. With the alliance of workers to establish a low rate of production, the economic incentive bonus had little effect.

When the informal group is associated with the leadership, productivity rises (as in the first experiment, as the team of researchers was identified by workers as part of the management), and when the informal group feels antagonism with the leadership, productivity decreases the minimum tolerated, restricted production serves as retaliation against the company.

Understanding this aspect is a key to understanding the phenomenon of high productivity in some groups and lower rates in others.

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