MHA 703 EXAM 3 QUESTIONS AND ANSWERS 100% VERIFIED GRADED A++
Authoritarian Management
Minimizes the importance of people
Motivating force is fear
Autocratic managers are unquestionably in charge
Employees have options: Do as they are told Leave
Legalistic Management
Began in the 1930s with ...
MHA 703 EXAM 3 QUESTIONS AND ANSWERS 100% VERIFIED
GRADED A++
Authoritarian Management
Minimizes the importance of people
Motivating force is fear
Autocratic managers are unquestionably in charge
Employees have options: Do as they are told Leave
Legalistic Management
Began in the 1930s with the passage of wage and hour laws and the enactment of labor
laws
Expanded with the Civil Rights Act of 1964
Managers interact with employees out of a strict regard for employee rights
Humanistic Management
Two significant influences: Legislation The human relations movement in management
Contented, well-treated employees who are dealt with fairly and equitably are generally
better producers and more loyal than those who are not so treated
The emergence of scientific management
The goal of scientific management was efficiency
Key innovators include Frederick W. Taylor, Frank and Lillian Gilbreth, Henry L. Gantt
and Frank Bunker
Scientific management
, Focused on process and production while largely ignoring people
Made significant contributions to American industrial assembly lines and other repetitive
work situations
Strengthened the concept of production-centered management
Development of parallel management systems
Two other systems or approaches to management - job organization and cooperative
motivation
Job organization
Repetitive work is dominant
Jobs are usually well organized with considerable structure
Tight controls are possible
Output can be accurately scheduled
Management is focused on the process and its output
Success depends on economic motives
Cooperative motivation
Jobs are loosely organized
Tight controls are not possible
Output can be scheduled only in general terms
Speed of a process is not predictable
Management is people-centered
People come to work because they are willing to do so
Success depends on individual enthusiasm and motivation
Opposing views of employees
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