Bus 311 Business Law Entire Course Material - 1611 Words

BUS 311 Business Law Entire Course Material Follow the link below to purchase http://www.homeworkarena.com/bus-311-business-law-entire-course-material Visit Website: http://www.homeworkarena.com/ Please contact us for more Tutorial amp; Help (climaxbegin@gmail.com) BUS 311 Week 1 DQ 1 Applying the Law to a Set of Facts Applying the Law to a Set of Facts. Read the Hypothetical Case Problem #1 at the end of Chapter 1 and respond to these questions 1. If Javier sued Energy-Auto Inc., identify who would be the plaintiff and the defendant. 2. In which state or states can the suit be brought? 3. Assume that Javier incurred $100,000 in damages. a) Analyze whether the suit can be brought in federal court b) Explain the†¦show more content†¦Apply the five essential elements of an enforceable contract to your example and answer the following questions. 1. Was the contract successfully fulfilled? 2. Was there a breach of the contract? 3. If so, what remedies were available? BUS 311 Week 2 Quiz BUS 311 Week 3 DQ 1 Employment at Will Employment-at Will. Should the law allow an employer to fire an employee without a good reason? Conduct research to provide examples to support your position and use your own personal employment experiences when possible. Have you observed situations where an employee was fired? Did the employer give a reason? Do you believe the employer’s actions were legal? BUS 311 Week 3 DQ 2 A Principal’s Responsibility for the Actions of Their Agent A Principal’s Responsibility for the Actions of Their Agent. Karen is shopping at Big Mart. She has with her an umbrella which is the same brand Big Mart carries. When a Big Mart employee, Steve, sees her leave with the umbrella without going through the checkout lane, he asks her to come back into the store. Steve says that he thinks Karen is shoplifting the umbrella. Karen tells him that she has had the umbrella for years and show s him marks of wear and tear. Steve apologizes and tells Karen she is free to go. Can Karen successfully sue for false imprisonment or defamation? From what you have learned about the relationship between a principal and an agent, analyze whether Steve or Big Mart could be liable because ofShow MoreRelatedKkkkkkkkkkkkkkkkkkk6406 Words   |  26 Pagesletter (A-E) graded. A minimum grade point average of 5.0/9.0 (â€Å"B† average) is required for graduation. Of the 30 credit hours, 24 must be 500 level or above. At most, 6 credit hours can be at the 400-level. SYSTEMS ENGINEERING CORE (9 credits) Courses must be taken in each area. 1. Powertrain AUTO 563 Dynamics and Controls of Automatic Transmissions MECHENG 438 Internal Combustion Engines OR MECHENG 538 Advanced Internal Combustion Engines 2. Vehicle Dynamics AUTO/MECHENG 513 MECHENG 458 MECHENGRead MoreContracts Outline9706 Words   |  39 Pagesreplacement value of an item by the amount of use (percentage of useful life) the Ï€ had received from the goods. (a) The court will not allow the Δ to pay for part of the life of an item that must (for the sake of efficiency) by replaced when the entire group is replaced (i) IE if you run over a 10 year old power pole that needs be replaced in 5 years. The pole’s owner did get 67% of the life of the pole, but in the sake of efficiency, the pole will be replaced with all of the others. Thus, noRead MoreBusiness Information Systems31162 Words   |  125 PagesEssentials of Business Information Systems http://www.hocbonganh.co.uk/userfiles/Essentials%20of%20Business%20Information%20Systems.pdf Text Book: Laudon amp; Laudon, Essentials of Business Information Systems, 7th Edition, Pearson (Prentice Hall), 2007 Chapter 1 Business Information Systems in Your Career Multiple Choice Questions 1. One of the recent critical challenges facing Major League Baseball was: a. poor coordination between local and national sales channels. b. poorly managedRead MoreConstruction Industry15894 Words   |  64 PagesOffice of Community Oriented Policing Services. Most of the work on this project was carried out by Officers Daniel Cunius and G. Eric Rost of the CMPD. They identified the problem of theft from construction sites as warranting attention in the course of their routine patrol work. They subsequently nominated it for more intensive examination and, when the study was approved, compiled much of the needed data, acquired information from builders, participated in all stages of the analysis, monitoredRead More111135197X 38570 Essay example17696 Words   |  71 Pageswaterskiing. I 4. Mario graduated as a veterinarian in January of last year. C 5. Correct I 6. First, we went to Italy. Then, we traveled to Austria and Germany. Finally, we visited Spain. I 7. The professor gave an introduction to the course yesterday, the first day of class. I 8. There are rumors that college tuition will be (OR is going to be) higher next year. C 9. Correct I 10. In my opinion, voting in elections is very important. Exercise 2 (page 22) 1. helps 2. Read MoreManaging Information Technology (7th Edition)239873 Words   |  960 PagesTechnology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomaniaâ„ ¢ Web Store: An E-Tailing Start-up Survival Story CASE STUDYRead MoreInternal Revenue Code 1939278050 Words   |  1113 PagesUNITED STATES STATUTES AT LARGE CONTAINING THE LAWS AND CONCURRENT RESOLUTIONS ENACTED DURING THE FIRST SESSION OF THE SEVENTY-SIXTH CONGRESS OF THE UNITED STATES OF AMERICA 1939 AND TREATIES, INTERNATIONAL AGREEMENTS OTHER THAN TREATIES, AND PROCLAMATIONS COMPILED, EDITED, INDEXED, AND PUBLISHED BY AUTHORITY OF LAW UNDER THE DIRECTION OF THE SECRETARY OF STATE VOLUME 53 PART 1 INTERNAL REVENUE CODE APPROVED FEBRUARY 10, 1939 UNITED STATES GOVERNMENT PRINTING OFFICE WASHINGTONRead MoreThe Aig Bailout22345 Words   |  90 PagesAIG’s Credit Default Swap Business .................................... 952 III. AIG’s Collapse ............................................................................. 959 A. Credit Default Swaps on Multi-Sector Collateralized Debt Obligations .................................................................... 959 B. Securities Lending Program................................................... 961 âˆâ€" Professor of Law, University of Arizona James E. Rogers College of Law. I would like to thankRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pages22/10/2007 11:54 Page 599 Guide to using the case studies The main text of this book includes 87 short illustrations and 15 case examples which have been chosen to enlarge speciï ¬ c issues in the text and/or provide practical examples of how business and public sector organisations are managing strategic issues. The case studies which follow allow the reader to extend this linking of theory and practice further by analysing the strategic issues of speciï ¬ c organisations in much greater depth –Read MoreCase Study148348 Words   |  594 PagesInstructor’s Manual Exploring Strategy Ninth edition Gerry Johnson Richard Whittington Kevan Scholes Steve Pyle For further instructor material please visit: www.pearsoned.co.uk/mystrategylab ISBN: 978-0-273-73557-1 (printed) ISBN: 978-0-273-73552-6 (web) ï £ © Pearson Education Limited 2011 Lecturers adopting the main text are permitted to download and photocopy the manual as required. Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies

Family Health Assessment - 1465 Words

Family Health Assessment Family health and wellness can be influenced by many factors such as society, culture, religion, and family members. Somehow, society, culture, religion and families are connected to each other. To understand an individual, it’s important to understand the family system of an individual. Health practices, whether effective or ineffective, are activities performed by individuals or families as a whole to promote health and prevent disease (Edelman, 2010). A family health assessment tool provides us an opportunity to understand the family members’ correlation between each other’s, and also helps healthcare provider to formulate a plan of care that is appropriate to the patient. Effective health assessment considers†¦show more content†¦Once in a while family does have their pizza, sodas, and cadies as a treat. Hygiene/Elimination Family has developed the capabilities to stand, walk well, pull her pants up and down, and is recognizing the need to eliminate, which are signs of readiness for toilet training (Feldman, 2006). Various methods should be used to help a child become potty-trained. Some methods will be successful, whereas some will not. If a child is not ready to be trained, these methods can be tried again at a later time. Mother does have IBS Irritable bowel syndrome which causes constipation once in a while. Family has integrated many foods with fiber into diet to maintain healthy bowl. Activity The presence of obesity among older preschoolers has increased significantly over the past twenty years mostly due to lack of activity (London, 2007). Children should engage in moderate physical activity like bike riding or walking, at least a half an hour a day more than five days a week. The family should plan fun physical activities such as playing catch or even chasing each other (London, 2007). Mother doesn’t not let her children watch TV for more than 2 hours daily and take children to play outside every evening.. As the children get older they will engage themselves in high risk activities such as snowboarding, and rock climbing. On summer days, the children can go swimming as well, and on winter days children can enroll in indoor basketball classes. The father likes to do cyclingShow MoreRelatedFamily Health Assessment : Family Assessment Essay1469 Words   |  6 PagesFamily Health Assessment Family is so important in the society and it is a blessing from God. Healthy behaviors learn from within the family and family member’s stimulus one to each other with health promotion practices. There fore, the health behaviors are very essential in the family assessment and which notifies health-promotion and disease-prevention. Within families, members will be the first one to learn about to promoting health. Families have impact on children’s lifestyle choices. The AmericanRead MoreFamily Health Assessment : Family Assessment1884 Words   |  8 Pages Family Health Assessment The family assessment involves a simultaneous data collection on individual family members or if able the whole family. The nurses and other healthcare professionals interview individuals and family as a whole to understand and assess the health of the family. This interview help professionals detecting the possible origin or factors contributes to the family’s health problems. The Gordon’s functional health pattern will be used as a model to collect and organizeRead MoreFamily Health Assessment1252 Words   |  6 PagesFamily Health Assessment A family health assessment is an important tool in formulating a health care plan for a family. This paper will discuss the nurse’s role in family assessment and how this task is performed. A nurse has an important role in health promotion. To perform these tasks the author has chosen a nuclear family. By the use of family focused open ended questions, 11 functional health patterns were covered. This principle is known as the Gordon’s functional health patterns.Read MoreFamily Health Assessment1375 Words   |  6 PagesFamily Health Assessment Using Gordon’s functional health patterns to assess a family will guide the nurse in developing a comprehensive nursing assessment that is holistic in nature. Gordon’s functional health patterns are founded on 11 principles that are incorporated within the nursing practice. These 11 principles serve as a framework for a thorough nursing assessment in which to build a holistic and individual family care plan (Grand Canyon University, 2011). The author has developed family-focusedRead MoreFamily Health Assessment1150 Words   |  5 Pagesremember the family has an important role in the paradigm of health promotion for the patient. The roles in which the family plays in assisting the patient and providing care are crucial to the health of the patient and the well being of the family as a whole. One tool to assess not only a patient and their views on different aspects of health, but an entire family or even community is Gordon’s Functional Health Patterns. This as sessment tool incorporates eleven topics of health patterns. Health patternsRead MoreFamily Health Assessment1461 Words   |  6 PagesHeritage Assessment: Evaluation of families, cultures and views on health Anniemae Stubbs Grand Canyon University Culture and Cultural Competency in Health Promotion NURS 429 Professor Alma Celaya June 19, 2016 Heritage Assessment: Evaluation of families , cultures and views on health Cultural Heritage is a concept that is passed on from one generation to the next that depicts how people live, act, behave, or think. It can be a noticeable or vague manifestation. It includes various customsRead MoreFamily Health Assessment1085 Words   |  5 PagesFAMILY HEALTH ASSESSMENT This assessment was conducted after interviewing the Nelson family using Gordon’s functional health pattern. Marjorie Gordon developed a method to be used by nurses in the nursing process to provide a comprehensive nursing assessment. It includes eleven principles for the collection of data and helps the nurse identify two or more wellness nursing diagnoses. It is a systematic and standardized approach to data collection (â€Å"functional health† n.d.)Read MoreHealth Assessment Of Families And Their Health1399 Words   |  6 PagesHealth is directly related to the activities in which we participate in, the food we eat, and the substances to which we are exposed to daily. Where we live and work, our gender, age, and genetic makeup also impact our health. (Nies, 2011) Assessments of family’s health are to help focus on the control and prevention of diseases. Health assessment assist in determining an individual’s perception of their quality of life along with the family’s perception as a whole. This also helps to define a person’sRead MoreFamily Health Assessment1537 Words   |  7 PagesFamily Health Assessment Melody Moore Grand Canyon University NRS-429V Instructor: Renita Holmes May 10th 2013 Family Health Assessment A comprehensive family assessment provides a foundation to promote family health (Edelmanamp;Mandle, 2011).Gordon’s functional health patterns is a method developed by Marjorie Gordon in 1987 in which she proposed functional health patterns as a guide to establishing a comprehensive data base.(Kriegleramp;Harton,1992).Gordon’s eleven functional healthRead Morefamily health assessment1396 Words   |  6 PagesFamily Health Assessment A family consists of a group of interacting individuals related by blood, marriage, cohabitation, or adoption who interdependently perform relevant functions by fulfilling expected roles. (Edelman, Kudzma, Mandle, 2014, p. 150) The family has various functions that include teaching members’ values, morals and beliefs as they relate to health practices. Health can be defined as a complete state of wellbeing and not merely the absence of disease. Gordon’s functional health

Scientific Management Free Essays

Evolution of management thought Introduction: Modern managers use many of the practices, principal, and techniques developed from earlier concepts and experience. In 1975, Raymond E. Miles wrote Theories of Management: Implications for organizational behavior and development. We will write a custom essay sample on Scientific Management or any similar topic only for you Order Now In it, he evaluated management includes classical, human relations, and human resources management. __The development of management thought has been evaluated in nature under the following four parts: 1. Pre-Scientific Management Era (before 1880) 2. Classical management Era (1880-1930) 3. Neo-classical Management Era (1930-1950) . Modern Management era(1950-on word) Classical Management: includes 1. Scientific Management School 2. Administration Management school 3. Bureaucracy Management. Neo- classical Management: includes 1. Human relation school 2. Behavioral Management School Modern Management: includes 1. Social system school 2. Decision theory school 3. Quantitative Management school 4. System Management school 5. Contingency Management school. Bureaucracy Management: Max Weber known as father of modern Sociology analyzed bureaucracy as the most logical structure for large organization. Features of Bureaucracy Rational authority: This is based on law, procedures, rules, and so on. Positional authority: Positional authority of superior over a subordinate stems from legal authority. Charismatic authority: Charismatic authority stems from the personal qualities of an individual. Principal of Bureaucracy 1. Clearly defined and specialized functions. 2. Use of legal authority; 3. Hierarchical form; 4. Written rules and procedures; 5. Technically trained bureaucrats; 6. Appointment to positions based on technical expertise; 7. Promotions based on competence; 8. Clearly defined career paths. Scientific Management Frederick Taylor, known as the father of Scientific Management, Published Principals of Scientific Management , in which he proposed work methods designed to increase worker productivity. Scientific Management focuses on worker and machine relationships. Organizational productivity can be increased by increasing the efficiency of production processes. The efficiency perspective is concerned with creating job that economizes on time, human energy, and other productive resources. Job are designed so that each worker has a specified, well controlled task that can be performed as instructed. Principal of scientific management 1. Replacement of old rule of thumb method. 2. Scientific selecting and training. 3. Labor management co-operation. 4. Maximizes output. 5. Equal division of responsibility. Perspective of scientific Management: There are four scientific management systems: 1. Develop a science for each element of the job to replace old rule of thumb method. 2. Scientifically select employees and then train them to do the job as described in step 1. . Supervise employees to make sure they follow the prescribed method for performing their job. 4. Continue to plan the work but use worker to actually get the work done. Administrative Management Administrative Management emphasizes the manager and the functions of management. Henri fayol known as the father of modern Management. He wrote General and Industrial Management. His five function of managers were pla n, organize, command, co-ordinate, and control. Principal of administrative management 1. Division of labor 2. Authority responsibility, 3. Discipline, . Unity of command, 5. Unity of direction, 6. Subordination of individual interests to general interest, 7. Remuneration of personnel, 8. Centralization, 9. Scalar chain, 10. Order, 11. Equity, 12. Stability of tenure, 13. Initiative and 14. Esprit de crops (union of strength). Mary parker Follett’s concepts included in the administration management that is * The universal goal, * The universal principal, * Law of the situation: Emphasizes that there is no one best way to do anything, but that it all depends on the situation. Neo- classical Management: includes Human relation school * Behavioral Management School Human relation school: Behavioral or human relations management emerged in the 1920s and dealt with the human aspects of organizations. It has been referred to as the neo-classical school because it was initially a r eaction to the shortcoming of the classical approaches to management. The human relations movement began with the Hawthorne studies. The Hawthorne studies are significant because they demonstrated the important influence of human factors on worker productivity. There are four major phases to the Hawthorne studies: . The illumination experimen : Tried to determine whether better lighting would lead to increased productivity. 2. The real assembly group experiments 3. The interviewing program and 4. The bank wiring group studies. Chester Barnard Record his insights about Management in his book function of Executive. It outlined the legitimacy of the supervisors directive and the extend of the subordinates acceptance. Barnard taught that the three top functions of the executive were to – 1. establish and maintain an effective communication system, 2. Hire and retain effective personnel . Motivate those personnel. His Acceptance Theory of authority state that managers only have as much authority as employees. The acceptance of authority depends on four conditions. 1. Employees must understand what the manager wants them to do. 2. Employees must be able to comply with the directive. 3. Employees must think that the directive is in keeping with organizational objectives. 4. Employees must think that the directives are not contrary to their personal goal. Behavioral Management schoo : The behavioral approach did not always increase productivity. Thus, motivates and leadership techniques became a topic of great interest. The human resources school understands that employees are very creative and competent, and that much of their talent is largely untapped by their employers. Employee want meaningful work; they want to contribute; they want to participate in decision making and leadership functions. Meaning of principles: Principle is the tested guide lines for a certain course of action . In another way a principle can be defined as a fundamental statement of truth providing a guide to thought and action. We can also say that it is a statement which reflects the fundamental truth about some phenomenon. A fundamental statement tells us what results are expected when the principle is applied. Nature of management principle: 1. Flexibility 2. Universal application 3. Principal are relative not absolute 4. Based on situation 5. General statement. Modern Management concept Modern Management concept mainly divided into two classes:– 1. Decision theory schoo : Herbert Simon, Glurk and lyndall urwick the major contributors to this school of thought. The main features of this theory are as follow:– . Decision is central to the study of organization. 2. The organization effectiveness depends on the quality of decision. 3. All factors affecting decision making are the subject matter of the study of Management. 4. The member of the organization is decision makers and problem solvers. Contingency Management school / Situational approach: The latest approach to management which intera ct the various approaches to management is known as the contingency approach or open and adaptive systems approach. The work of Joan Woodward in the 1950s marked the beginning of this approach in management. Contingency school states that management is situational the study of management lies in identifying the important variables in the situation. It recognizes that all the subsystem of the environment are interconnected and interrelated. By studying their interrelationship, the management can find solution to specific situation. Emerging Management position : New management viewpoints are emerging. Quality management emphasizes achieving customer satisfaction by providing high quality goods services. Reengineering the organization redesigns the processes that are crucial to customer satisfaction. How to cite Scientific Management, Essay examples Scientific Management Free Essays Management has been studied by a lot of theorists who then learning from their own experiences came out with different theories and styles of management, explaining how to manage. The classical school has proven to be one of the most influential of all the schools. (Brooks 2009). We will write a custom essay sample on Scientific Management or any similar topic only for you Order Now Due to the success of the bureaucratic and scientific management style of managing, this essay will look into the bureaucratic style of management and then the scientific style of management and show that although these theories were developed during the turn of the twentieth century, they are still present in organisations today and are still very relevant to this day and age. Fredrick W Taylor, who came out with the scientific management theory, believed that all organisation irrespective of their production, size or location need management and managers (Brunnson, 2008). He focuses his attention on the lower levels of the hierarchy, which are the individuals in the work force. Pearson (1947) explains how Taylor defined the art of management as knowing exactly what you want your men to do and achieving that in the cheapest, best way possible. Considering my job as a call centre representative, for six months, two years ago back home in India, and looking at Taylor’s principles on how to achieve maximum efficiency, I can with the help of my experiences explain the presence of his principles still in organisations today. Taylor (1911) in his scientific management theory explains his 4 basic principles, on how to manage. Firstly the manager needs to know what to do and how to do it in order to achieve maximum efficiency. The manager then needs to recruit his employees and train them so as to achieve greater results in the quickest time. He also explains on how the manager will need to keep his employees in check, and reward them with benefits for good performance. Also the manager needs to divide the work responsibility amongst the workforce and take some responsibility himself. Looking at Taylor’s principles as given to us by him, and considering my job in India the similarities are surprising. I was recruited after a round of two interviews, one a telephone interview and the other a personal interview with the manager. My skills weren’t even looked upon other than the fact that I could speak English. I was then hired and put through training for six weeks. We were trained on how to talk to customers and what kind of answers to give to what questions. All of us were given a script with possible answers to every possible question we could have been faced with. Post the training we were put in the field to make calls to the customers. I was always kept in check like the other employees by the manager, our calls were over heard by him and we were every week given a target to sell ‘n’ number of products and if we crossed the target by a certain extent we would get a paid day off. This whole process of recruiting, training, being told what exactly to do, performance related benefits is so similar to Taylor’s principles that the style of management is obviously still returning results and is still relevant in certain industries. Taylor’s principles have been criticised, as Grey (2009) puts it, that following Taylor’s principles does not help in the professional growth of the employees and leads to further deskilling. I agree to the criticism and also left my job for the same reason, as I was learning nothing. But what needs to be understood is my peers in the job, quite enjoyed the pay and the work environment, as they possessed no proper skills other than speaking mediocre English but were being paid well than any other place and holding conversations in English wasn’t a problem as everything went according to the script that was given to them. So maybe Taylor’s principles are criticised for a reason but there are still people out there, in maybe the less fortunate economies of the world who need to earn money but possess no skills and factories like Henry Ford’s are their only option as they get on the job training and get paid well, and prove efficient to the employer. Another theorist well known for his work in the same field sided with the principles of management as he saw its rise inevitable and termed the style of management Bureaucratic. This theorist saw the future of organisations and their method of functioning well before it prevailed. Max Webber came out with his theory on management emphasising on the importance of Authority and how it binds society and also laid importance on Accountability and Control (Brooks, 2009). Many organisations followed the bureaucratic style of management for a long time, especially during the industrial revolution, as it was one of the most successful management styles then. The first world countries who faced their time of industrial revolution and moved on to the informational one, find the bureaucratic way of functioning old fashioned, due to all the technological advances. But the Bureaucratic way of functioning proved excellent during the industrial revolution, which thus brought them to the informational one (Toffler, 1984). Considering the economic differences in the world and how there are still countries who are dealing with industrial revolution, they will certainly adopt the bureaucratic way of functioning knowing the success it brought to the first world countries. So saying the theory is out of date, is not right as its relevance still prevails in many parts of the globe. The aim therefore is to measure the use of bureaucratic functions in organisations today and discuss is importance even at this date. Organisations today say, the post bureaucratic way of management is the new form of organisations to prove effective and efficient. The Post bureaucratic way as explained by Grey (2009) suggests trusting your employees, empowerment, and personal treatment towards employees and shared responsibility while completing a task. The management style does seem more favourable for the employees of the organisations, but considering the stiff competition, the rivalry, and the sheer size of organisations today does it seem effective. As Grey (2009) explains, problems such as loss of control over employees, the risk of a wrong decision by the employee towards the organisation and also the post bureaucratic style marks an increase in insecurity and anxiety amongst the employees who like to be told what to do when doing a task as no one wants to go wrong considering the employment situation in the world, no one wants to loose a job or even cause a threat to it in anyway. A good way to know, the number of people who are still a part of a bureaucratic style organisation is to study statistics of people working for Banks, Hospitals, Army, etc as these jobs are the ones from organisations that follow a strict hierarchical structure and have control over their employees. Looking at the current job markets, Banks employ more than 2000000 employees (Bankspider. com) who thus are now a part of the bureaucratic style of management, knowing how banks have a strong hierarchical structure. NHS the medical industry of the UK alone employees over a million employees (NHS. com), thus making them work in a bureaucratic style organisation. The Army, Factories for various products all employ people and also follow a bureaucratic style of management, since efficient production is there aim. So considering our organisations today a large quantity of organisations still follow the bureaucratic style and thus so do their employees. Although over the years strict authority over employees in many industry’s has educed, they are left to do their tasks, but authority still does prevail in times of decision making as each decision made affects the whole organisation considering the competition in today’s world, and the risk of being brought down at anytime. Organisations today with their large sizes and the competition they face have to keep every action in check and have to be efficient. Efficiency meaning they attain maximum profits by spending the least. This is wher e the labour process explained by Grey (2009) comes in, explaining how bureaucracy still does prevail. With the technological advances the labour market that is employed is the least skilled, are paid low wages and the managers are in total control of the employees in turn effectively proving efficient for the organisations. Today in the 21st century organisations do need to be innovative and creative to achieve greater profits and attract larger market segments, this although now even in bureaucratic organisations is allowed. Looking at one of the biggest examples in the market, Apple. Although the employers do have their authority, employees are allowed to be innovative in their designs, functionality, Aesthetics, technology etc but the designs still are put up for approval by the managers, who finally then take it to the owner Steve Jobbs who then passes every product Apple makes. So there is authority, there is a hierarchical structure, but the authority is not as strong and the hierarchical structure is small and convenient. So a bureaucratic style does exist even in one of the most innovative companies who have transformed the IT industry. Thus understanding the two styles of management and studying their relevance in today’s day and age and comparing them to the jobs of today makes it clear that although organisations have progressed in terms of product development, size and competition they still, to an extent follow the theories of the classical school. Scientific management may not be present in organisations in the exact mentioned style but the basics of Taylor’s principles are still followed to achieve better and efficient results. It also needs to be accepted that organisations where a large number of identical, standard operations are needed or have a rigid chain of command will have a bureaucratic style of management as little training or initiative is required since people just follow orders. Some organisations might have a different style of management but the number of people still part of bureaucratic style organisations is large, thus showing the presence of the bureaucratic style of management still in the 21st century. Hence Grey (2009) states bureaucracy offers not an optimum solution to each case it deals with but an optimum average solution, hence it maybe in particular cases not as optimum but overall it is more efficient. Also classifying these theories as out of date and fashion is wrong as management theories don’t go out of date, but are improved upon by new theorists who develop a style improving on the previous ones. References http://www.marxists.org/reference/subject/economics/taylor/principles/index.htm http://www.jstor.org/pss/1948832 How to cite Scientific Management, Essay examples Scientific Management Free Essays While this theory has made many positive contributions to management practice, there have also been negative implications. On a positive note, Taylorism has made an impact on the introduction of the 8 hour working day, minimum wage rates and incentive and bonus schemes, and more importantly, highlighted management as an important area of study, allowing for other theorists to improve on, or provide alternative management theories in response to scientific management such as more worker orientated theories, namely behavioural management. Taylor’s ideals have however been under constant scrutiny as managers highlight the shortfalls of scientific management. We will write a custom essay sample on Scientific Management or any similar topic only for you Order Now While the highly mechanistic way of practice may lead to increased productivity, it essentially works by dehumanising workers and viewing them simply as an ‘appendage of machinery. ’ Caldari argues (2007: 61) that Taylor’s ignorance of social considerations leads to conflict, low worker morale, and low trust between workers and neglect the ability for individual creativity to provide a positive input to the workplace. While Taylor’s theories have been subject to many criticisms, scientific management has made an instrumental contribution to modern management practice across the world. By placing emphasis on the management of workers, Taylor essentially highlighted the importance of management theory and paved the way for further development on management as an important element of business practices. Taylor created a way of replacing the ‘guesswork’ involved in the manufacturing process by replacing it with a scientific way of thinking, strict rules and procedures (Caldari 2007: 58). This form of management practice allows managers to more efficiently control and direct their labour force and similarly it provides space for managers to monitor the workforce, and identify inefficiencies and sources of waste in the manufacturing process. As Parker and Ritson discuss (2005: 1340), this allows managers to observe the labour force and ensure that appropriate work procedures are being followed and appropriate results are achieved. Thus, creating space for managers to correct these inefficiencies early in the manufacturing process and minimise waste, subsequently maximising profits. Therefore, although Taylor’s contributions were considered controversial and even radical, his theory and dedication to management practice remains influential on contemporary business management, and he can be held responsible for laying the foundations for current strategic and systematic methods of planning and execution of tasks (Darmody, 2007: 1). Regardless of the benefits that may be gained from scientific work practices, criticism stemmed from the impression that Taylor had little concern with the psychology of workers. Taylor’s search for a healthy and efficient workforce however, stemmed from research conducted on the relationship between long working hours and fatigue. Taylor was concerned with the effect that working hours was having on productivity and upon results of such experiments, proceeded to introduce shorter working hours believing that with fewer hours comes higher efficiency, intensified laboured hours and improved employee wellbeing. It is upon this philosophy, that Nyl (1995: 2) argues scientific management; primarily Taylor’s thinking was instrumental in creating the 8 hour working day of which is still implemented in many businesses today. In despite of the above mentioned interest in worker well-being, Caldari (2007: 64) emphasises that Taylor naively assumed that with less, but more intense hours, increased productivity and wages, well being of workers would automatically improve. However, due to the intensely standardised and restrictive rules and procedures that scientific management brings workers are likely to feel unappreciated leaving the door open to the potential of conflict between workers and managers. In this case, a strict line of command is seen to have connection with low worker morale as high productivity is achieved at a price. Caldari cites Marshall (2007: 66) saying that â€Å"trust, esteem and affection for staff are a valuable business asset, of a kind which machinery cannot achieve. † This emphasis recognises one of the downfalls of scientific management in that it restricts the development of a cohesive ‘team’ like workforce, rather restricting management focus to individuals. The constraints that are placed on individuals prevent any worker initiative and eventually depriving a business of potentially important and vital input from employees. As Caldari (2007) points out, managers â€Å"can miss the opportunity of taking advantage of potential resources but also, and moreover, for society that it is likely to waste its more important kind of capital. † (p. 67) With this impression in mind, although Freeman’s discussion (1996: 2) focused primarily on the effect of scientific management in a Japanese business environment, he makes some interesting observations about Taylor’s mechanistic approach that can transcend cultural barriers. Freeman highlights that while criticism’s of Scientific management revolve around it being ‘anti-worker,’ scientific management and ‘democratic’ management (which pays closer attention to the psychology and respect for workers) do not necessarily have to conflict. It is held that while the needs of workers are of foremost importance, Taylor’s ideal of quality management allowed for reduction in waste and increased production in Japanese business practices. In this context, scientific management was instrumental in improving efficiency and creating quality constraints, which ultimately lead to increased profits. Freeman highlights (1996: 6) that by working with unions with an even handed focus on the interests of workers and productivity, business practice can meet a happy medium between scientific management and human relations in the management of business. This ideal emphasises that although some managers claim that there is no place in modern business practice for scientific management, it is possible for Taylor’s ideals to transcend time as managers adapt scientific theories and collaborate Taylor’s methods with other theorists that have followed in his steps. Taylor’s scientific management has resulted in both positive and negative implications for business practice over the 20th and 21st century. We can see its contribution to modern business management in that many of its principles are still used today for example, minimum wage, rest periods and incentives for workers who reach a specified target. While these theories were originally implemented in businesses such as Henry Ford’s car manufacturing, we can see that these processes continue to benefit managers today both in that very same business, and in the same ways in other industries including, and not limited to the hospitality industry where for example, detailed procedures and rules are enforced by a strict line of autocratic managers in a strict line of command at McDonalds or Hungry Jacks. It has been highlighted that although Taylor’s scientific management incorporates shortfalls with regards to the management of a workforce as far as viewing a workforce as valuable human resources rather than machinery, in today’s management practices, elements of Taylor’s theory are able to work in conjunction with often more palatable behavioural theories in order to control and monitor a successful workforce. Taylor was instrumental for creating a new ‘paradigm’ of management thinking and the scientific management theory does, and will continue impart to influence the way businesses operate and complete day to day tasks and assignments (Darmody, 2007: 1). Caldari, K. (2007). ‘Alfred Marshall’s critical analysis of scientific management. ’ The European Journal of the History of Economic Thought,14 (1), 55-78. Darmody, P. J. (2007). ‘Henry L. Gantt and Frederick Taylor: The Pioneers of Scientific Management. ’ AACE International Transactions, 151. Davidson (2008) Management: Core Concepts and Skills in ‘Management’, John Wiley, Milton. Freeman, M. G. (1996) ‘Don’t throw scientific management out with the bathwater. ’ _Quality Progress,_ 29(4), Parker, L. D. Ritson, P. (2005) ‘Fads, stereotypes and management gurus: Fayol and Follett today. ’ Management Decision, 43(10), 1335. How to cite Scientific Management, Essays Scientific Management Free Essays string(113) " vitae processing by computers with scientific personality testing to try and match the job to the right person\." Course: Bachelor of Business Studies (BBS) Module: Principals of Management Title: Explain Scientific Management. Comment on the contribution of this approach to the development of management thought. What are its limitations? 33 Submission Date: 8th of March 2010 Word Count 2183 â€Å"The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee† (Taylor, 1947) Introduction The Author will discuss Scientific Management under the following headings: Section 1 An explanation on Scientific Management. We will write a custom essay sample on Scientific Management or any similar topic only for you Order Now Section 2, The contribution of Scientific Management to the development of Management thought and Section 3 looks at the limitations of Scientific Management. What is Scientific Management? Bratton et al (2007: 355) defines scientific management as a process of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency. The scientific management approach was developed at the end of the 19th Century; its father is commonly accepted to be Frederick Winslow Taylor (1856-1917) although some variations of the theory have been developed by Gantt and Gilbreth. The scientific management approach was set up to improve labour productivity by evaluating and setting up workflow practices. Taylor was Chief Engineer at the Midvale Steel Company his first-hand experience here led Taylor to recognise that labour productivity was largely inefficient due to a workforce that functioned by â€Å"rules of thumb† methods. In 1898 Taylor was employed as a consultant by the Bethlehem Steel works Company, where he applied his principles of scientific management through evaluating work in a scientific manner. Taylor gained this information with his â€Å"Time and Motion Study†, as Dale explains, Taylor employed a young man to analyse all the operations and the motions performed in each and to time the motions with a stopwatch. From knowing how long it took actually to perform each of the elements in each job, it would be possible †¦ To determine a really â€Å"fair days work†. (Dale 1963, p155) Taylor’s experience at Bethlehem Steel led him to develop four principals of management. The first being substitute rule of thumb work processes with processes based on a scientific study of the tasks. Taylor broke down each part of the production process into individual tasks to accomplish task specialisation. Taylor also used time and motion studies to establish the most proficient technique for performing each work task and giving rest periods. Secondly, managers should select, train, teach and develop the most suitable person for each job. Taylor hated â€Å"soldering†, and by introducing a piece-rate system of pay he eliminated the group process in which workers slowed their speed of work to suit the ordinary worker’s needs. Thirdly, comprehensive training and supervision to each worker must be given by management to guarantee the job is done in a scientific way and finally scientific management principals need to be applied to the planning and supervising of work and the workforce complete the tasks. The Principals of scientific management were widely accepted and spread as far as the Soviet Union where Taylor’s principals were included into a variety of five-year development plans. The most well-known application of Taylor’s principals of scientific management was in Henry Ford’s Model T. Frank Gilbreth (1868 –1924) and his wife Lillian (1878 – 1972), developed variations of Taylor’s scientific management, they were mostly concerned with the elimination of waste and like Taylor thought that a â€Å"One Best Way† to carry out a task could be found. Another contributor to scientific management was Henry Gantt (1856-1915) who was a protege of Taylor’s who designed the Gantt chart a straight line chart to display and measure planned and completed work as time elapsed. The contribution of Scientific Management to the development of Management thought Scientific management does play an important role in the 21st Century. Examples of scientific management can be seen in our car and computer industries, the hospitals and the restaurants we eat in and nearly all function more efficiently due to scientific management. In today’s economic environment scientific management is probably more important in today’s businesses then ever before. The Author will discuss this under the following headings: Scientific Study of work, use of incentives, division of labour and the selection and training of workers. Scientific Study of work The fundamental tools that result in increased productivity are time study standards and work design. For example in the production department of any company materials are requested and controlled; the sequence of operations, inspections, and methods are determined; tools are ordered; time values are assigned; work is scheduled, dispatched and followed up. A good example of scientific management in today’s society is any of the directory enquires numbers, staff read from a script and simple ask what number you want and then a computer reads out the number and even asks if you would like to be connected. Use of incentives According to Taylor workers were only motivated by money, in today’s workplace Taylor’s piece rate pay may have a different name â€Å"performance related pay† is how its new trading name and most of the Multi International companies now pay their workers a very basic pay and only rewards staff who excel at there jobs. According to Taylor one should â€Å"pay the worker, not the job†. In the Authors organisation Eircom all staff from the lines engineers to the managers are all paid by performance and this has helped to eliminate a lot of the ‘soldiering’ that used to take place. Division of Labour Scientific management gives managers control and this can be seen in many of our call centres whether its directory enquires or calling the bank ‘thank you for calling and how may I direct your call? ’ these scripts show us 21st Century management control. Management see these scripts as necessary to keep workers efficient and consistent but it is just modern day Taylorism which assumes that workers are dim and lazy. Selection and training of workers Finding the ‘best’ person for the job is still a challenge for many companies. Many companies now use automated curriculum vitae processing by computers with scientific personality testing to try and match the job to the right person. You read "Scientific Management" in category "Management" Employers are looking for employees to work hard, be flexible and to be skilled. It is imperative to get the right people, with the right skills in the right positions and at the right time. Choosing the right people may increase an organisations competitive advantage which is after all central to competitive success of any organisation. Limitations of scientific management Scientific management has been in a state of constant evolution since its adoption. The objective of the scientific management movement was to increase efficiency by carefully planning workers’ movement in the most efficient way. Taylor’s ideas and those of his followers led to time-and-motion experts with their stopwatches and clipboards observing workers, and seeking the ‘one best way’ in which every job could be performed. From the late 1920s, a ‘human relations’ school of thought emerged, challenging Taylorist beliefs in formal work structures and what was considered to be the over-simplification of the concept of motivation. Scientific Management was based on the assumption that workers were driven entirely by economic concerns but Human Relations researchers examined the behaviour of people at work and argued that social factors such as informal work groups and management styles influenced performance. As a result, the personnel management function began to focus on matching the needs of employees with those of management, through the creation of informal structures and managerial styles (Gormley 2009). The Hawthorne Studies conducted by Elton Mayo and his colleagues are exemplary early studies in this tradition and work on motivation by Abraham Maslow although their ideas were built on the original quantitative theories of measuring work as seen in scientific management they also discovered some of the limitations of ‘Taylorism’. The Author will now discuss the limitations of scientific management as discovered by Mayo, Maslow and Deming. Elton Mayo and the Hawthorne Studies The Bank Wiring Observation Room Experiments which involved a group of men being observed in their natural work setting with no changes to their working conditions but with an observer taking notes and interviewing them. The group had set there own standards and restricted their output. They had decided what their daily limit was and what constituted as a fair day’s work and this was not to be exceeded by any worker. The results showed Mayo that workers were dissatisfied with the scientific approach. Mayo’s results placed focus on the social context of work: in particular, worker motivation, group dynamics and group relations. The workers were joined in there opposition to management and were not motivated by the financial incentives offered for higher output. Data gathered at the Hawthorne plant (collectively known as The Hawthorne studies) suggested a positive association between labour productivity and management styles. Abraham Maslow (Maslow’s Hierarchy of Needs) Maslow was concerned with the issue of employee motivation and wanted to explain how workers could be motivated to achieve higher performance. Maslow focused on the paternalistic style of management focusing on employees’ social needs as the key to better relations and better erformance. This became known as Maslow’s hierarchy of needs, the needs which Maslow identified started with †¢ Physiological needs – food and shelter †¢ Safety needs – the need to feel secure †¢ Acceptance needs – the need to feel accepted by others †¢ Esteem needs – the need for self respect †¢ S elf Actualisation – the need for self achievement and fulfilment W. Deming and Total Quality Management Total quality management (TQM) sees quality as a key to organisational success and emphasizes prevention rather than the correction of mistakes. In the Authors opinion TQM is probably the modern day ‘Taylorism’ the four principals of TQM are. Plan Prepare and plan in a structured way by learning from the past and setting benchmarks for change. Do If your goal is far-reaching, start small and evaluate your results before going wider. Study Analyze the results of what you have done and find out how to apply what you have learned to future activities. Act – Do what you need to do to make your process better and easier to replicate In Demings 14 point management plan, Deming wanted everything to be uniform , in delivery times , prices and work practices. . Create constancy of purpose towards improvement. Replace short-term reaction with long-term planning. 2. Adopt the new philosophy. The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3. Cease dependence on inspection. If variation is reduced, there is no need to inspect manufactured items for defects, because there won’t be any. 4. Move towards a single supplier for any one item. 5. Improve constantly and forever. Constantly strive to reduce variation. 6. Institute training on the job. If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7. Institute leadership. Deming makes a distinction between leadership and mere supervision. 8. Drive out fear. Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation’s best interests. 9. Break down barriers between departments. Another idea central to TQM is the concept of the ‘internal customer’, that each department serves not the management, but the other departments that use its outputs. 10. Eliminate slogans. Another central TQM idea is that it’s not people who make most mistakes – it’s the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. 11. Eliminate management by objectives. Deming saw production targets as encouraging the delivery of poor-quality goods. 12. Remove barriers to pride of workmanship. Many of the other problems outlined reduce worker satisfaction. 13. Institute education and self-improvement. 14. The transformation is everyone’s job. Each of these management models teaches us something about the limitations of scientific management. Scientific Management is often associated with negative consequences both for workers, who may consider themselves to be victims of exploitation and for managers, who may find it difficult to motivate such workers or to deal with poor performance and resistance. Conclusion Considering that Frederick Taylor has been dead for nearly a century and in this time a knowledge explosion has taken place, Taylor’s track record is extraordinary. If Taylor, Gantt, Gilbreth and Lillian were alive today would they be happy with what has become management thought? In the Authors pinion many of the different management styles all share certain similar characteristics of scientific management and the Author believes that they would all find the total participation movement quite acceptable. The Scientific management theories discussed above evolved from the needs of the past to manage mainly the labour force. The needs of the present in the current economic climate may require similar recordin g of procedures as involved with time and motion studies during the Industrial Revolution in the past to regulate the workings of Finance in Banking and related areas mainly facilitated by the IT Revolution. Rest assured that changes in the past and the present and their successful resolution by scientific management will be replicated many times in the future and hopefully the resolutions will improve/maximise the return for the employer (stakeholder) and employee. In conclusion there is no single ‘best’ strategy or style of management. The ‘best’ solution is the one that is most fitting in relation to the particular needs of that organisation. Bibliography Bratton, J, (2007) Work and Organisational Behaviour, Basingstoke: Palgrave Macmillan, . Dale, E. (1973) Management, Theory Practice. New York: McGraw-Hill. Griffin, R. (2009) Fundamentals of Management. (5th Edition), USA: South Western College Gunnigle, P, and Heraty, N. and Morley, M. J. , (2006). Human Resource Management in Ireland. (3rd Edition) Dublin, Gill Macmillan. Taylor, F, (1947). Scientific Management . New York: Harper Row. Tiernan, S. and Morley, M. and Foley, E. (2006). Modern Management (3rd Edition) Dublin, Gill Macmillan How to cite Scientific Management, Essays