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F.W. Taylor & Scientific Management
Frederick W. Taylor was one of the first people to take a look at the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency, otherwise known as scientific management. He thought scientific management techniques were more useful than informal rule-of-thumb knowledge, and used four principles to guide his practices. Jones, G., George, J. (2013) -
Carnegie creates new industrial company
Andrew Carnegie created the Carnegie Steel Company, the first low-cost Bessemer steelmaking plant in the United States. He was able to reduce the price of U.S. steel from $135 a ton to $12 a ton. He was known for finding ways to use resources more productively to reduce costs. Jones, G., George, J. (2013) -
Output Increases
Franklin Motor Company implements scientific management practices into their company and sees output increase from 100 cars per month to 45 cars per day. Workers wagese increased by 90%. Jones, G., George, J. (2013) -
The Principles of Scientific Management
This was a book published by Frederick Taylor about his thoughts and practices on efficiency and scientific management. His ideas were widely read. (http://www.fordham.edu/halsall/mod/1911taylor.html) (1998) -
Fordism
Due to rising turnover rates reaching about 300%-400% per year, Henry Ford motivated his workforce by doubling the basic wage rate and reducing the amount of hours of the workday from 9 to 8. This new approach was recognized internationally as Fordism.Jones, G., George, J. (2013) -
Fayol's Principles
Henri Fayol identified 14 principles of management that he believed were key to increase efficiency of the management process. Division of labor, authority and responsibility, unity of command, line of authority, centralization, unity of direction, equity, order, initiative, discipline, remuneration of personnel, stability of tenure of personnel, subordination of individual interests to the common interest, esprit de corps. Jones, G. , George, J. (2013) -
Hawthorne Studies
Western Electric Company conducted studies at their Hawthorne Plant from 1924-1932 to see how employee's work is affected. (http://www.analytictech.com/mb021/handouts/bank_wiring.htm) -
Human Relations Movement
A movement based on the idea that supervisors should recieve behavioral training in order to increase productivity. Jones, G. , George, J. (2013) -
Theory X and Theory Y
Theory X suggests that the average employee is lazy, dislikes work, and will try to do as little as possible. Whereas Theory Y suggests that the average employees are not lazy, and given the chance, they will do what is good for the organization. Jones, G. , George, J. (2013) -
Contingency Theory
Theory that the organizational structures and control systems managers choose depends on characteristics of the external environment in which the organization operates. Jones, G., George, J. (2013) -
Open-Systems View
A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers. Jones, G., George, J. (2013) -
Closed Systems View
A system that is self-contained and not affected by its external environment. Jones, G. , George, J. (2013) -
Equal Pay Act
Act passed that requires men and women to be paid equally if performing equal work. Jones, G., George, J. (2013) -
Civil Rights Act: Title VII
In Title VII of this act, it states that one may not be discriminated against because of gender, race, religion, or nationality. Jones, G., George, J. (2013) -
Occupational Safety and Health Act
OSHA was passed in 1971 to increase the level of safety in the workplace. It sets standards for health and safety for organizations. (http://www.allaboutosha.com/what-is-osha) -
Americans with Disabilities Act
This act made it illegal to discriminate against people with physical or mental disabilities, or the chronically ill.
http://www.eeoc.gov/facts/fs-ada.html)
