Janet And Landon

Chapter 2: The classical approaches (scientific management, administrative principles, and bureaucratic organization) share a common assumption: people at work act in a rational manner that is primarily driven by economic concerns. Scientific Management: in 1911, Fredrick W. Taylor published The Principles of Scientific Management, in which he made the following statement: “The principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee. He noticed that many workers did their jobs their own ways and without clear and uniform specifications. He believed this caused them to lose efficiency and underperform. He believed the problem would be fixed by scientific

Managers are also employees and have a unique ID. Managers supervise other employees. They also work at specific stores. Managers have a higher security clearance that also them to run certain reports and adjust inventory.

A managing team would be split up into three groups; top-level, middle and lower. There is specialisation in this managing sector where each group can focus on their own targets so that the large firm on the whole could potentially accomplish. The top level would be responsible for strategic decisions and so they must look into future prospects and be aware of external factors like markets. This can be advantageous, for the firm is looked upon wholly in comparison to the rest of the world. The middle level would be in charge of making the tactical decisions where they are responsible for carrying out choices made by the top level. This part of the sector would be the active doers where they put the ideas into practice. Finally the lower level managing group are responsible for the operational choices. They would concentrate on making sure that the other two are carrying out their goals. They can be portrayed as the motivating unit, to make sure that there isn’t any lack of action. This organisation of the division of labour can be extremely beneficial in achieving their goals. Management has a method where they would start by planning what they will do, following with organising to make optimum use of the resources required. Then there would be some motivation and leading where there would be some exhibition of skills. Lastly some controlling to ensure the plan is being followed. The procedure of

Managers perform many functions and play many roles. They are responsible for handling many situations and these situations are usually different from one another.

The aim of this essay is to investigate whether the work and skills of a manager are the same regardless of the level of their position within the organization. Through research conducted into three main theorists namely Henri Fayol, Henry Mintzberg and Robert L. Katz it is concluded that the core work functions a manager does are the same irrespective of position. The work roles in which a manager occupies within the organization are dependent upon the organization and their position within the organization. The skills that are needed by managers are universal to all managers but the composition of these skills is largely dependent upon the manager's position.

In “Everyday Use” and “Everything That Rises Must Converge”, Dee and Julian (both college grads) take place in a time where black rights where shifting and evolving from segregation. As a result, blacks were beginning to discover themselves and ways to succeed with their new opportunities, meanwhile, whites contemplated on their response to blacks rising in power. Both Dee and Julian are alike and differ in many ways on their views of the changes happening around them, their relationship with their mother, and how education played a role in their lives.

Sharon and Lena are staff members of Helping Hands, an interfaith agency apart of Inter-Faith Community Ministries and located in Rochester, New York. The agency offers several services to include a refugee resettlement program. Lena, who is ethnically Albanian, serves multiple roles within the agency because of her language skills and experiences as a Kosovan refugee. Sharon, Lena’s supervisor, has been placed in a difficult position because of the complaints she’s received from her Serbian clients and other caseworkers in relation to a poster in Lena’s office depicting a photograph of Kosovo.

The manager I interviewed was my mother, Elizabeth Teves-Roda, who was a manager from 1991 until 2000 at Chiropractic Associates. Her role was to run the office, train employees, assist in the hiring process of employees as well as the third party billing. She stayed organized by setting goals, creating a process that would work efficiently and effectively as well as create guidelines and structure for the employees. Something that she found that worked well as a manager was effectively communicating with others. Communication is key because the employee has to know what their job is and how to efficiently and effectively execute the task at hand.

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

Scientific Management constitutes a significant part of McDonalds’ management philosophy in the way that all those involved in the restaurant know exactly what their specific roles are, what methods would allow them to carry out their tasks most effectively and how their performance is measured by profit which reflects the success of the outcomes produced. The best way to manage particular aspects of the organisation have been applied in instances such as using an assembly line for burger making and filling orders and the utilisation of scripts which direct an employee’s interaction with a customer. These tasks have been carefully analysed in order to determine the least amount of actions required to complete the job in order to increase efficiency, similar to how Frank Gilbreth was able to reduce the number of motions in laying an exterior brick from eighteen to five and an interior brick from eighteen to two (Gilbreth 1914). This standardisation of management demonstrates the applicability of Scientific Management in modern civilisation and explains why some may believe that it is the only one best way to manage due to its effectiveness and success in many organisations.

Management is basically the same regardless of where or what you are doing. Management is being organized, it’s policies, procedures and processes. It is putting out fires and solving problems. As a manager you make sure resources are available for everyone to perform their individual responsibilities. You need to be knowledgeable and be able to teach others their job requirements for those positions that you are responsible for.

I had the opportunity of interviewing the Production Manager for a produce processing facility named Latin Specialties, Francisco Vazquez. I asked about his duties as a manager and how they satisfied the functions of management. He explained his daily responsibilities and his long term goals, and gave me an overall perspective as manager in a manufacturing facility. The functions of management are essential guidelines for any manager like him to perform his duties adequately and achieve the organization’s goals. An organization’s manager should be able to carry out successfully the specific functions of management: planning, organizing, leading, and controlling to accomplish the mission of the organization.

Managers are expected to do a multitude of things. A manager has to be a visionary and adaptive to meet the current demands of what is required of them at all level

The scientific approach to management is one of the earliest methods used by organizations. Taylor’s systematic processes initially defined in 1910 gathered a multitude of support as his techniques develop a general understanding of the organization's workflow. While Taylor' idea propagated by the

There are many tasks that a manager does on a daily basis which include problem solving, facilitating meetings, and many other routine office tasks. "Management is the process of working with people and resources to accomplish organizational goals. Good managers do those things both effectively and efficiently." (Bateman & Snell, 2004)