1.Reconstruction the theories of Fayol, Weber, Taylor, and Gullick. Suggest two

Question

1.Reconstruction the theories of Fayol, Weber, Taylor, and Gullick. Suggest two (2) ways in which the management process enhances organizational efficiency. Include at least two (2) examples to support your response.

2. Denhardt & Denhardt stated that human beings often appear “irrational” in terms of the system, even though what they are doing, from their point of view, may be perfectly rational. Refer to the examples below, then construct another two (2) examples that support Denhardt & Denhardt’s statement.                 1. Individuals complaining to the Utilities Commission about paying for power during power outages when no power is running
               2. Individuals complaining about the inefficiencies of Bureau of Motor Vehicles
               3. Individuals complaining about the structural and procedural issues that influenced the response to Katrina victims
Provide references Plze!!!!!

Explanation / Answer

The set of question is leghty one , however the best of imputs are given below:

1. Henry Fayol has described the process of Organizational efficency :

Fayol believed by focusing on managerial practices he could minimize misunderstandings and increase efficiency in organizations.[1] He enlightened managers on how to accomplish their managerial duties, and the practices in which they should engage. In his book General and Industrial Management (published in French in 1916, then published in English in 1949), Fayol outlined his theory of general management, which he believed could be applied to the administration of myriad industries. His concern was with the administrative apparatus (or functions of administration), and to that end he presented his administrative theory, that is, principles and elements of management.

Everyone needs some concepts of management; in the home, in affairs of state, the need for managerial ability is in keeping with the importance of the undertaking, and for individual people the need is everywhere in greater accordance with the position occupied.

—excerpt from General and Industrial Management

Fayol vs. Frederick Taylor's Scientific Management[edit]

Fayol has been regarded by many as the father of the modern operational management theory, and his ideas have become a fundamental part of modern management concepts. Fayol is often compared to Frederick Winslow Taylor who developed Scientific Management. Taylor's Scientific Management deals with the efficient organization of production in the context of a competitive enterprise that is concerned with controlling its production costs.[2] Taylor's system of scientific management is the cornerstone of classical theory. Fayol was also a classical theorist, and referred to Taylor in his writing and considered him to be a visionary and pioneer in the management of organizations.

However, Fayol differed from Taylor in his focus. Taylor's main focus was on the task, whereas Fayol was more concerned with management. Another difference between the two theorists is their treatment of workers. Fayol appears to have slightly more respect for the worker than Taylor had, as evidenced by Fayol's proclamation that workers may indeed be motivated by more than just money. Fayol also argued for equity in the treatment of workers.

According to Claude George (1968), a primary difference between Fayol and Taylor was that Taylor viewed management processes from the bottom up, while Fayol viewed it from the top down. In Fayol's book General and Industrial Management, Fayol wrote that

Taylor's approach differs from the one we have outlined in that he examines the firm from the bottom up. He starts with the most elemental units of activity—the workers' actions—then studies the effects of their actions on productivity, devises new methods for making them more efficient, and applies what he learns at lower levels to the high.

He suggests that Taylor has staff analysts and advisors working with individuals at lower levels of the organization to identify the ways to improve efficiency. According to Fayol, the approach results in a "negation of the principle of unity of command". Fayol criticized Taylor’s functional management in this way.

… the most marked outward characteristics of functional management lies in the fact that each workman, instead of coming in direct contact with the management at one point only, … receives his daily orders and help from eight different bosses:

Those eight, Fayol said, were

1.     route clerks,

2.     instruction card men

3.     cost and time clerks

4.     gang bosses

5.     speed bosses

6.     inspectors

7.     repair bosses, and the

8.     shop disciplinarian (p. 68).

Fayol's Elements of Management[edit]

Within his theory, Fayol outlined five elements of management that depict the kinds of behaviors managers should engage in so that the goals and objectives of an organization are effectively met. The five elements of management are:

1.     Planning: creating a plan of action for the future, determining the stages of the plan and the technology necessary to implement it. Deciding in advance what to do, how to do it, when to do it, and who should do it. It maps the path from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in a logical order. Administrators engage in both short-range and long-range planning.

2.     Organizing: Once a plan of action is designed, managers need to provide everything necessary to carry it out; including raw materials, tools, capital and human resources. Identifying responsibilities, grouping them into departments or divisions, and specifying organizational relationships.

3.     Command: Managers need to implement the plan. They must have an understanding of the strengths and weaknesses of their personnel. Leading people in a manner that achieves the goals of the organization requires proper allocation of resources and an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is the correct balance between staff needs and production.

4.     Coordination: High-level managers must work to "harmonize" all the activities to facilitate organizational success. Communication is the prime coordinating mechanism. Synchronizes the elements of the organization and must take into account delegation of authority and responsibility and span of control within units.

5.     Control: The final element of management involves the comparison of the activities of the personnel to the plan of action, it is the evaluation component of management. Monitoring function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan, ensuring high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurement of performance, and institution of corrective actions.

Fayol believed that managerial practices were the key to predictability and efficiency in organizations. The Administrative theory views communication as a necessary ingredient to successful management and many of Fayol's practices are still alive in today's workplace.[4] The elements and principles of management can be found in modern organizations in several ways: as accepted practices in some industries, as revamped versions of the original principles or elements, or as remnants of the organization's history to which alternative practices and philosophies are being offered. The U.S. military is a prime example of an organization that has continued to use these principles.

Examples of above are :

1. The Ford Motor Company Overview During the early 20th century, Frederick Winslow Taylor developed a number of management and organizational theories that led to significant breakthroughs in business practices. Since that era, levels of industrial manufacturing have grown exponentially throughout much of the world. Taylor’s ideas have dramatically shaped modern methods of mass production and structural organization. Around the same time that Taylor started experimenting with his theories, the prominent businessman Henry Ford was hard at work developing several of his now infamous automobiles. Ford named these cars alphabetically from A to S.

According to The Case Files: Henry Ford, published by The Franklin Institute, Ford’s most successful car was the Model T, which began production in 1908 (The Franklin Institute) – just a few years before Taylor published his seminal work, Principles of Scientific Management, in 1911. Implementing Taylor’s theories, Ford Motor Company ultimately produced over 15 million Model Ts between 1908 and 1927 (ibid). As you will explore in greater detail later in this reading, Henry Ford’s ambitious production efforts decreased the cost of production, which allowed for lower prices in the market place. Ford’s goal was to create “a motor car for the great multitude” (ibid) and make automobile travel available and affordable for everyone.

Gullicks Balance score card approach gained popularity in the management and exaples for the same is as below:

Mecklenburg County NC:

Balance Score Card case study : Mecklenburg county lacked a stable and sustainable approach to achieving the vision and it had no consistent model for making funding decision based on priorities and assessing the bigger impact of those decisions. the county needed to develop and structure for decision making that could be sustained regardless of economic conditions or political ideology. At the time , they had no way of predicting the long term impact of this decision but the system he implemented led to break -through performance toward achieving the county's vision and the framework is, to this day , in use at mecklengburg county . It is integral part of how the county is managed and has become a model for other municipal government around the country, by implementing the Balanced Score Card.

Another example : The Venolia water North America:

Vanolia Water NA gained leadership of the public / private partnership market . At the time , senior management knew they had to overcome some challenges in order to capture growth opportunities . The north American organization was decentralized , with each regional president acting independently , and the company lacked a unified set of strategies and key performance indicators. (KPIs).

Senior leadership was convinced that a more formal strategic planning and management system was needed to develop and implement an aggrasive growth strategy for Veola water NA , As part of the implementation , they also planned to weave the system into an ISO -9000 - focused management framework since the balanced Score Card facillitates many of the principles within ISO 90001 . Therefore , the Institute's training - based approach fit perfectly with Veola water NA's needs and implemented in 2008.

Robert B Denhardt written the avoidance of public responsibility of States as well as Public companies and organizations whether profitable and non profitable shown the passive motives.

That the state and public utilities failed to provide electricities as soon as possible.

_ non faction of public vehicle buses

. - non performance of public service deparments aftermath the Catrina  

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