Charles Spaulding

Max weber

born April 21st 1864-1920 in Erfur Germany

Theory of Bureaucracy

Weber has 6 main theories of bureaucracy

what is a bureaucracy

The term bureaucracy refers to a complex organization that has many layers to their systems and processes. The systems and processes that are put in place effectively make decision-making slow without any bias from other employees. They are designed to maintain uniformity and control within the organization.

The term bureaucracy is often criticized and deemed negative because of the implication that procedures are more important than efficiency. which proves to be problematic in today's society when customers and employees should be at the top of the business pyramid

standard operating procedures

Weber believed that there should be set rules and polices which are the guidelines about how things should be done so that would keep the mangers in place. as well as the lower level employees

formal selection process

All employees are to be selected based on the technical knowledge and ability that they show through formal a examination, training or education that they might have.

its also referred to as Formal Rules and Regulations which means a standard operating procedure that informs workers about how to handle tasks and situations to be fit for the job

Career Orientation

this means that every employee should have their own special and unique skills that are beneficial to the job assigned them. it also means that since its the employers job to match employees to the right path but also give them a career pathway to help achieve higher positions based on their skill orientation.

impersonality

Weber believed that the relationship between employee and employer should be professional and that would prevent favoritism and promote decision making only based on criteria and solid facts rather then have choices made by the opinions of other employees.

Authority Hierarchy

Weber believed that Chains of command, and
Positional roles or functions in an organization creates power dynamics with those at higher levels giving commands to those lower down in rank its implemented to formalized rules for who gets to give orders to whom within an organization.

specialization and division of labor

the both believe that division of work is effective^

Weber stated that a well-functioning bureaucracy that was designed with the division of labor in mind it would be more orderly and productive than one without it.

Without labor division, people would have to tasks that they are not equipped and know not enough about and do the task wrong becomes unorganized and incorrect.

it would help individuals to transform within their organizations, which would, in turn, improve the outcomes in quality improvement efforts

division of labour

W. Edwards Demin

he was born on October 14, 1900 in Sioux City, Iowa

Early Years (1900–1993)

theory of management

deming's theory

Deming’s Theory is a management philosophy based on systems theory, originally prototyped for use in the automotive industry with Toyota. It turned out that this systems-focused improvement framework translated well to many other industries, including healthcare.

Deming's theory of management details the steps that must be taken to transform a company's quality culture.

Deming’s Theory informs that there is always a solution within the workings of the system

he states:
'The central problem in management and in leadership...is failure to understand the information in variation'

Authority and Responsibility

both says that "A culture of leadership accountability should be established in all organizations"

they both think that labor and leadership must unite together to make a change

Deming created 14 points which provide a framework to developing knowledge in the workplace and can be used to guide long term business plans and aims.

how his theories has been applied in real-world business contexts and their life

Toyota and Sony are high-profile examples of companies that applied Deming's 14 points and helped Japan become a world manufacturing leader

At Worximity, the 14 points in manufacturing have influenced our Smart Factory analytics that make factories more productive and reliable in the industry.

His theories were applied at manufacturing companies across Japan, and led to hugely increased productivity, earning him an excellent reputation for reducing expenses and increasing productivity

late 1930s, Deming, a professor of statistics at New York University, developed the so-called “statistical process control,” a philosophy that would revolutionize car production using statistics as a tool to achieve better quality control

Deming not only developed and made his 14 points of excellence famous, but also brought about a new way of thinking about business management.

Beginning in the summer of 1950, he taught top managers and engineers the methods for improving how they worked and learned together.

Organizations should have a clear hierarchy of authority

This means that every person in the organization should know who to report things to and who they are responsible for, and who has power over them. There has to be a clear chain of levels of authority in the organization.

Made significant contributions to modern management theory and were both influential business leaders

Still used even today in many business and organizations all around the world

Some people argue that his theories are outdated and are no longer relevant. His approaches may not be suitable for super flexible and fast-paced environments.

Fayol’s theories are criticized for neglecting the importance of human behavior and motivation. His main focus is more on hierarchy and structure and this may not include interpersonal relationship issues. For example, workers may not be able to contribute their unique ideas and perspectives due to the hierarchy structure.

Both emphasized the importance of effective leadership in organizational management.

They both believed in the importance of developing employees skills and abilities and empowering them to contribute to the organizations success.

They both believed that companies have a responsibility to support and invest into their communities.

They were both committed to running successful organizations that helped their customers and employees.

Both recognized the importance of communication, decision making, organizational management, efficiency and productivity.

While Fayol helped build the foundation of modern management theory, Charles Spaulding helped African Americans in the business world. As at the time they were treated bad due to racism/discrimination.

Born in Galata, in the suburbs of Constantinople, Turkey in 1841.

Death in year 1952

14 Management Principles

Stability of tenure of personnel

Discipline

Unity of Command

Unity of direction

Subordination of individual interest to the general interest

Remuneration

Centralization

Scalar chain

Order

Equity

Initiative

Esprit de corps

Mangers need technical, conceptual, interpersonal, communication, and decision making skills

He believes that ownership and management should be treated as two separate roles. Ownership refers to people who invested money in the organization and provide financial abilities to its success, while management refers to people who are responsible for running everyday operations in the organization.

He believes that managers should be skilled and trained in the field of management rather than just providing financial output. This way the organisation is run most efficiently and effectively with decisions being based more on expertise.

Beliefs about good management and organisational practices

An employee should only receive orders from one supervisor, if this does not happen authority, discipline, and stability will fall.

If a team is working on the same project they should be supervised by only one manager.

An employee should be doing a specific task that is in their skill set instead of multi-tasking and doing many tasks simultaneously. This way the employee will become more efficient and skilled at what they are doing which will increase productivity.

In order to establish discipline there must be mutual respect among everyone and in order to do this structure needs to be set and met by everyone. Disobeying these rules shouldn't be allowed. In order to do this good supervision and judgement should be set.
Employees should work happily towards the same objective.

All employees should be paid fairly for the work that they provide the organisation.

There should always be clear communication between employees and their supervisors.

Fayol believes that every manager performs five universal functions in daily work including planning, organizing, commanding, coordinating, and controlling. He believes that these functions were necessary for success, regardless of the size of the organization. These management functions have a significant impact on modern management theory and are still widely used today for understanding the role of managers in an organization. He believes that all managers should perform these functions no matter their level in the hierarchy in order to be more effective.

As Fayol believed in these five functions, Charles Spaulding emphasizes more on the principles of service, efficiency, innovation, integrity, and community involvement.

Fayol wrote about motivating people by inspiring initiative and making sure people have the time and training they need to be happy and productive at work.

Contemporary Workplace Issues

The great Resignation

This refers to many people leaving their jobs in order to get another job that is better for them. Charles Spaulding described the importance of motivating and developing employees to contribute to organizations. While on the other hand, Henri Fayol's management principles also included motivating and developing employees but also effective communication and decision making to make employees stay.

Employee monitoring

This goes over the use of technology to see the behavior and productivity of employees. This connects to two of Fayol's principles, coordinating and controlling. By installing monitoring it would allow more control and allow every thing to be more organized. Charles Spaulding goes more over integrity, so his principles would cover employee privacy.

Virtual/Augmented Reality

This goes over the use of technology in the workplace. In Fayol's management principles he talks about innovation and adaptability to change in order to increase productivity. This directly relates to VR/AR as this way we are upgrading the system. Charles Spaulding also relates as he emphasizes innovation and efficiency. With technology we can save much more time and be way more productive and creative with work.

Cooperation and Teamwork

Adequate Manpower

Peter Drucker

Born in Vienna, Austria 1909-2005

Subtopic

Out of the crisis

May not apply to every industry or company and may require a different approach to management.

Floating topic

Floating topic