Chapter 2
Tuesday, November 5, 2024 8:44 PM
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**Follett’s Organizations as Communities**:
- Follett marked a shift from classical to behavioral management
thinking.
- She described organizations as communities where managers and
workers collaborate harmoniously, resolving conflicts through open
communication.
- **Groups and Human Cooperation**: Groups enable individuals to
combine talents for greater success.
- Organizations are seen as cooperative "communities," with shared
responsibility between managers and workers.
- The manager’s role is to foster cooperation and integrate diverse
interests for collective achievement.
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Quantitative Analysis and Tools:
1. Mathematical Forecasting: Helps make future projections for
better planning.
2. Inventory Analysis: Controls inventories by determining optimal
order quantities and timing.
3. Queuing Theory: Allocates service personnel or workstations to
minimize customer wait times.
4. Linear Programming: Calculates the best way to allocate limited
resources among competing uses.
5. Network Models: Breaks large tasks into smaller components to
improve analysis, planning, and control of complex projects.
Organizations as Systems:
• System: A collection of interrelated parts that work together
to achieve a common goal.
• Subsystem: A smaller component within a larger system.
• Open Systems: Organizations that continuously interact with
their environment, transforming resource inputs into outputs.
Contingency Thinking:
• Matches managerial responses to specific problems and
opportunities, considering individual and environmental
differences.
• There is no "one best way" to manage; the right approach
depends on the situation.
Quality Management (W. Edwards Deming):
• Emphasizes constant innovation, statistical methods, and
commitment to training in quality assurance.
• Links quality to competitive advantage.
• Total Quality Management (TQM) is a comprehensive
approach to improving quality across all parts of the
organization, with a focus on continuous improvement.
Continuous improvement • Continual search for new
ways to improve quality • Something always can and
should be improved •ISO certification • Global quality
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should be improved •ISO certification • Global quality
management • Refine and upgrade quality to meet ISO
standards
Evidence-Based Management:
• Jeffrey Pfeffer and Robert Sutton advocate for decisions
based on hard facts about what truly works.
• Managers should base decisions on:
1. Practitioner expertise and judgment
2. Evidence from the local context
3. Critical evaluation of the best available research
4. Perspectives of those affected by the decision.
• Research that managers can confidently apply should meet
these criteria:
1. A clearly identified research question or problem.
2. Well-defined hypotheses.
3. A research design that tests the hypothesis effectively.
4. Rigorous data collection, analysis, and interpretation.
5. Hypotheses are accepted or rejected based on evidence,
leading to sound conclusions.
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