Management

Basic Management

Management in Organizations: Top, Middle & Low-Level

Managers

The role of a manager in organizations is complex. While managers can come in different shapes and sizes they all share the task of utilizing people and resources to achieve organizational goals. This lesson will discuss the roles and functions of management found in each of the three levels of management.

Managers in the Workforce

In today's fast-paced, competitive world, businesses are continually changing. Most of these organizations are on the hunt for the competitive advantage, or a way to strategically move ahead of the competition in the marketplace. However, earning the competitive advantage takes work; goals must be set, plans must be made, people must be motivated and mobilized, resources have to be gathered and distributed, and objectives have to be monitored and assessed.

Enter managers. These men and women come in many forms, but they all share the common task of working with people and resources to achieve organizational goals. An organizational goal can be something as simple as finding a way to shorten the amount of time it takes for a product to leave a

warehouse or as elaborate as introducing a new product to the marketplace that makes all previous versions of this type of product obsolete. Regardless of the goal, someone needs to manage all of the factors

necessary to seeing that goal become a reality.

Think of a manager as the foundation, support beams, and roof of a house. He or she provides the necessary support from the bottom up, and also provides oversight to all of the parts in between.

While this may seem like a great deal of responsibility and accountability for just one person to have, much like an onion, there are several layers of management. The roles and responsibilities a particular manager has correlates to their position in the organization. While job titles and roles can vary from organization to organization, they typically fall into one of three levels of management.

Top-Level Managers

The first level of management is called top-level management. Top management is made up of senior-level executives of an organization, or those positions that hold the most responsibility. Jobs titles such as Chief Operating Officer (COO), Chief Executive Officer (CEO), Chief Financial Officer (CFO), President, or Vice President are commonly used by top managers in organizations. These top managers are responsible for setting the overall direction of a company and making sure that major organizational objectives are achieved. Their leadership role can extend over the entire organization or for specific divisions such as finance, marketing, human resources, or operations.

Middle-Level Management

The second layer of management is called middle-level management. This level of managers report to top management and serve as the head of major departments and their specialized units. Middle managers serve as a liaison between top managers and the rest of the organization from a very unique standpoint. They are typically much more visible to the greater workforce than top management, but they spend most of their time developing and implementing strategic actions plans needed to achieve the organizational goals set by top management.

Middle managers essentially have the important role of designing, selecting, and carrying out the best plan possible as a means of propelling a company towards its overall goals. Job titles of middle managers include directors, assistant directors, regional directors, division mangers, deans, branch managers, site managers, and so on.

Low-Level Management

The third and final layer of management is called low-level management. Low-level managers work most closely with the greater workforce and hold a much more interpersonal role than any of the other levels of management. These managers work to ensure that individual employees are meeting their performance goals in a way that aligns with the organizational goals, such as completing a set number of projects by a specific deadline or selling a set number of products within a certain period of time. Titles of low-level managers can also vary significantly from company to company, but typically they resemble the department that they are situated in, such as accounting manager, academic affairs manager, human resources manager, head of financial operations, sales leader, and so on.

Lesson Summary

Management is the use of people and resources to accomplish organizational objectives. Managers can come in many forms and serve a variety of functions. The roles and responsibilities of what a manager does can differ from organization to organization, but they are typically categorized into three levels: top-level management, middle-level management, and lower-level management.

Top-level management are your executives such as a CEO, CFO, President and Vice President. These top managers are responsible for setting the overall direction of a company and making sure that major

organizational objectives are achieved.

Middle-level managers are the head of major departments and their specialized units; they hold titles such as director, assistant director, regional director, division manger, dean, branch manager, and site manager. They spend most of their time developing and implementing strategic action plans needed to achieve the organizational goals set by top management.

Low-level managers work most closely with the greater workforce to ensure that individual employees are meeting their performance goals in a way that aligns with the organizational goals.

Chapter 1: Lesson 2

Managerial Skills: How Good Managers Promote Productivity

This lesson will discuss the types of skills a manager needs, including technical, human, and conceptual skills. You'll learn how each of these skill sets impacts a manager's ability to effectively lead his or her employees.

Managerial Skill Sets

Much like a professional basketball player needs to know how to dribble and shoot a basketball, or how a home builder understands the process of framing a house, managers also need to have a specific set of skills in order to effectively perform their jobs. Managerial skills are what the manager uses to assist the

organization in accomplishing its goals. Specifically, a manager will make use of his or her own abilities, knowledge base, experiences, and perspectives to increase the productivity of those with whom they manage.

The toolbox for what a manager needs in order to perform their job effectively, typically, fall into one of three categories: technical skills, human skills, and conceptual skills. To give you a better understanding of these skills, let's take a look at how each of these skills are applied by Manny the Manager and his employee Kelly the Financial Analyst.

Technical Skills

Technical skills are those skills needed to accomplish a specific task. It is the 'how to' skill set that allows a manager to complete his or her job. These skills are the combination of formal education, training, and on-the-job experience. Most employees expect their managers to have a technical skill set above their own so that, when needed, an employee can come to their manager to find out how to do something specific to their individual job.

For example, let's say that part of Kelly the Financial Analyst's job is to update a balance sheet each week. Kelly is a novice financial analyst and is new to the company, so she's expecting her manager, Manny, to show her how to perform this task initially, so that she can, eventually, do it on her own. Therefore, it is essential for Manny to have the technical skills of how to update a balance sheet so that he may, in turn, share that skill with Kelly. As a low-level manager, technical skills are most important for Manny due to how close his role is to the general workforce - in this case, Kelly.

Human Skills

The next type of skills a manager must have are human skills. These interpersonal skills are what a manager will use to work with his or her employees. Some people are born with good human skills; others must work much harder at it. Human skills are critical for all managers because they work with people. Managers with good human skills understand their role inside the manager/employee relationship and how important things, like trust, cohesion, fairness, empathy, and good will, are to the overall success of the

organization. Human skills help the manager to communicate, lead, and motivate an employee to work towards a higher level of productivity.

For example, let's go back to Kelly and Manny. Imagine Kelly's job description was changing to include a greater deal of responsibility but for the same pay. Kelly is upset, and feels overwhelmed by this change. Manny is a manager with good human skills, so he is able to empathize and communicate his understanding of Kelly's frustration with the change to her. Manny quickly works to find ways to motivate Kelly to

continue to work at a higher level, despite the additional workload being placed on her.

Conceptual Skills

Conceptual skills are the final type of skills a manager must possess inside their toolbox. The level of analytical ability to envision both the parts and its sum directly translates into a manager's conceptual skill set. Essentially, a manager's conceptual skills allow him or her to solve problems in a strategic and

calculated fashion. Conceptual skills are becoming increasingly more important in today's chaotic business environment.

Managers are, continually, being challenged to think conceptually about their organizations to develop action plans and harness resources to achieve organizational goals. A manager with good conceptual skills can look at a problem, break it down into manageable pieces, consider a variety of possible solutions, all before putting it back together again in a more effective and efficient manner. Conceptual skills are most important for top managers but still important for middle and low-level managers as well.

For Manny, using his conceptual skills might involve analyzing problems specific to his employees. Take, for example, Kelly's job changing. Before Manny can use his human skills to empathize with Kelly's situation, he must first also gather the facts so that he can provide a good rationale and action plan to her. This means that Manny must consider why this change is needed; who it will affect and in what manner; the greater good that it will serve; how new performance measures will be created and assessed for the

additional responsibilities; what training will need to be provided so that Kelly can perform her new responsibilities well; and the best way to communicate the change to Kelly. Manny's conceptual skills help him to see all of these elements so that he can have a better understanding of the global impact it will have on his employee.

Lesson Summary

Managerial skills are necessary for a manager to perform their job successfully. There are three different types of managerial skills, which include technical skills, human skills, and conceptual skills.

Technical skills are the specific skill set used to perform a particular job, such as writing a computer program, developing a budget, or analyzing sales trends. These skills are most important for low-level managers because of how closely they work with employees performing the actual job functions. Human skills include the ability for managers to work with, motivate, encourage, empathize, and communicate with their employees. These skills are important for all levels of management. Conceptual skills are the

manager's ability to think analytically about the organization and how to most effectively accomplish its goals. These skills become increasingly more important the higher the management level.

Chapter1: Lesson 3

Henry Mintzberg's Managerial Roles

There are many roles a manager has within an organization. Henry Mintzberg describes ten specific managerial roles most commonly seen within organizations. This lesson will discuss each of these roles and what behaviors are associated with them.

Henry Mintzberg's Managerial Roles

There are many roles a manager has within an organization. Performing these roles is the basis of a

manager's job. To be effective at these roles, a manger must be a complete businessperson by understanding the strategic, tactical and operational responsibilities he or she holds. While not always explicitly stated in a manager's job description, at any given moment a manager might have to be a coach, a strategic planner, a liaison, a cheerleader, a conflict manager, a realist, a problem-solver, an organizer, an optimist, a trainer and a decision-maker. These roles can change from day to day, but one thing is for sure: a manager must

understand all of his or her roles and how to perform them effectively. This means that a manager must have a global understanding of all business functions, organizational goals, his or her level of accountability and the appropriate way to serve both internal and external clients of the organization.

Henry Mintzberg spent much of his career researching the managerial roles and behaviors of several chief executive officers, or CEOs. Mintzberg discovered that managers spent most of their time engaging in ten specific roles. He was able to then classify these roles into three categories, including interpersonal, informational and decisional roles. To better understand these roles, let's look at how they are applied by Bernard the Boss as he goes through his daily routine as a manager at a local grocery store.

Henry Mintzberg researched the managerial roles of several CEOs.

Interpersonal Roles

The first category of roles described by Mintzberg is called interpersonal roles. These roles involve the behaviors associated with human interaction. In other words, interpersonal roles are those roles that allow a manager to interact with his or her employees for the purpose of achieving organizational goals. There are three roles listed under interpersonal roles, which include figurehead, leader and liaison. Let's look at how these three roles are played out by Bernard.

When Bernard arrives at the store in the morning, he holds a daily meeting for all employees who are working that day. He spends time talking about daily specials and sales goals and motivates his employees for the day by holding a friendly contest between the workers to try to sell as many of the sale items as possible during their shift. He informs his employees that the highest seller will win a $50 gift certificate for

the store. As a figurehead, Bernard the Boss has certain social, ceremonial and legal responsibilities that his employees expect him to fulfill. Bernard is seen as a source of inspiration and authority to his employees. As Bernard goes about his day, he must make sure that he's monitoring the performance of his employees and how well they are doing in their sales. He checks with his employees periodically to make sure they understand the products that are on sale and what key features to point out, as well as to remind them of their goal of winning the contest. Bernard the Boss's role as a leader requires him to direct and manage the performance of his employees. He will spend time communicating performance goals, training and

mentoring employees, supporting employee efforts, supplying resources, evaluating employee performance and motivating employees toward a higher level of productivity.

Bernard does not leave all the selling up to his employees, because he likes to maintain contact with his customers to better understand their needs and how he can accommodate them. He stops and chats with several customers throughout the day to get feedback on sale items and to learn about products that his customers would like to see the store put on sale in the future. Acting as a liaison is Bernard the Boss's final interpersonal role. As a liaison, Bernard communicates with internal and external members of the

organization. This networking activity is a critical step in reaching organizational goals, especially those concerned with customers.

Informational Roles

The second category of managerial roles is informational roles. The informational roles include those roles in which a manager must generate and share knowledge to successfully achieve organizational goals. There are three roles listed under informational roles, which include monitor, disseminator and spokesperson. After Bernard is comfortable with his employees' understanding of the sales products and their goals, he heads back to his office to do some research for what he will put on sale next week. Bernard spends time reflecting on the feedback his employees gave and the information his customers shared with him that day, and he also looks at what his competitors are putting on sale at this time. The monitor role that Bernard the Boss must fill involves the task of researching, locating and choosing useful information. As a monitor, Bernard has to stay abreast to current industry standards and changes occurring in both the internal and external business environments. This also includes monitoring the performance of employees and their level of productivity.

Bernard combines all of the information into a proposal for next week's sale advertisement and forwards the information to upper management for approval. He also spends some time previewing this information with his employees so that they can begin to familiarize themselves with the items. As a disseminator, Bernard must take the information he gathered as a monitor and forward it on to the appropriate individuals. Now that Bernard has approval from upper management, he creates the advertisement for next week's sale items and begins to distribute it to his customers. Acting as a spokesperson on behalf of the organization is Bernard's final informational role. As a spokesperson, Bernard communicates information about the

Decisional Roles

The third category of managerial roles according to Mintzberg is called decisional roles. Decisional roles include roles such as the entrepreneur, disturbance-handler, resource-allocator and negotiator. All of these roles involve the process of using information to make decisions.

Bernard checks in with his employees at midday and notices that some of the sale items have not done as well as anticipated. After speaking with his employees, he learns that the items that have not been selling are sitting next to the generic brand on the shelves. These generic brands are still less expensive than the sale items and are causing customers to choose the less expensive version. Bernard makes the decision to move these items to a special display area where they can sit by themselves and hopefully attract more buyers. As an entrepreneur, Bernard the Boss is focused on process improvement. He looks for ways to improve productivity and efficiency within his organization and directs the change process from development to implementation.

As Bernard is setting up the display, he notices two of his employees arguing over the contest, and he is not the only one. Customers have also noticed, and some are starting to even leave the store. Bernard quickly intervenes and helps to bring the employees to an agreement. Acting as a disturbance-handler, Bernard serves as a conflict manager. He spends time taking corrective action during times of dispute to remove any barriers toward organizational success.

After the display is set up, Bernard heads back to his office and sees that he has a voicemail. After checking the voicemail, he learns that one of his employees who works the night shift has called out sick. He needs to cover that shift and quickly begins to ask employees who are currently working if they would mind working a double shift. He finds a replacement and is then able to go back to his daily responsibilities. Determining the best place for organizational resources to be distributed is what Bernard does in his role as a resource-allocator. Taking the time to plan, dispense and monitor resources is essential for Bernard to ensure that his employees continue to be productive.

Bernard the Boss ends his shift with a conference call with one of his distributors. He learns that the store will now be charged an additional $300 for each delivery. Bernard knows that he has to adhere to a set budget that was based on the old delivery fees. He spends some time negotiating with the distributor and comes to a compromise that the additional fee will not be charged until next quarter, when he can account for it in the budget. The negotiator role is the last of the decisional roles that Bernard must fill. As a negotiator, Bernard acts as a representative for the team, department or organization during times of negotiation, whereby he looks out for the best interests of the party he represents.

Even though Mintzberg's research was conducted many years ago, his discoveries of the ten managerial roles are still seen in business today. Managers of all levels perform the roles described by Mintzberg on a daily basis at organizations worldwide. Many managers assess their own behaviors against those described by Mintzberg to become more self-aware of how they can improve their managerial practices.

Lesson Summary

There are many roles a manager has within an organization. Henry Mintzberg described ten specific managerial roles most commonly seen within organizations. Mintzberg classified the roles into three categories: interpersonal roles, or those roles associated with human interaction; informational roles, or those roles associated with sharing information and decisional roles, or those roles involved in decision-making. Interpersonal roles include the figurehead, leader and liaison. Informational roles include the monitor, disseminator and spokesperson. Decisional roles include the entrepreneur, disturbance-handler, resource-allocator and negotiator.

Chapter-1: Lesson-4

Four Functions of Management: Planning, Organizing, Leading &

Controlling

A person who holds a management position inside an organization is required to think strategically and conceptually in order to achieve organizational goals. This lesson will describe the four functions of management and how they relate to organizational success.

The Four Functions of Managers

Management involves far more than just telling others what to do. Before any of you decide that you think you can do your boss's job, let's take a look into more of what a manager does.

The major functions that a manager completes can be categorized into four different functions known as planning, organizing, leading, and controlling. For some of us, we only see the final two - leading and controlling - but you should know that for every managerial behavior you do see, there is an equal amount that you do not. Behind the manager's closed door, he or she spends a good deal of his or her time planning and organizing so that he or she can effectively carry out the functions of leading and controlling.

Managers spend a good deal of time planning, leading, controlling and organizing.

Now, before you think your boss is different, you should also know that the four functions of management are standard across industries, whether that be in a manufacturing plant, a home office, a grocery store, a retail store, a

restaurant, a hotel, or even an amusement park. Effective managers understand how

planning, organizing, leading, and controlling are used to achieve organizational success. Unfortunately, I do not have a rebuttal for those of you who have ineffective managers, but perhaps learning a little more about the four functions of management will help to identify what steps your ineffective manager needs to take to become an effective one.

Try to think about the four functions as a process where each step builds on the others. Managers must first plan, then organize according to that plan, lead others to work towards the plan, and finally evaluate the effectiveness of the plan. These four functions must be performed properly and, when done well, become the reason for organizational success.

Planning

The first of the managerial functions is planning. In this step the manager will create a detailed action plan aimed at some organizational goal.

For example, let's say Melissa the marketing manager has a goal of increasing sales during the month of February. Melissa needs to first spend time mapping out the necessary steps she and her team of sales representatives must take so that they can increase sales numbers. These steps might include things like increasing advertisements in a particular region, placing some items on sale, increasing the amount of required customer-to-sales rep contact, or contacting prior customers to see if they are interested in purchasing additional products. The steps are then organized into a logical pattern so that Melissa and her team can follow them.

Planning is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within his or her individual area.

Organizing

The second of the managerial functions is organizing. This step requires Melissa to determine how she will distribute resources and organize her employees according to the plan. Melissa will need to identify

different roles and ensure that she assigns the right amount of employees to carry out her plan. She will also need to delegate authority, assign work, and provide direction so that her team of sales representatives can work towards higher sales numbers without having barriers in their way.

Leading

The third function of management is leading. In this step, Melissa spends time connecting with her employees on an interpersonal level. This goes beyond simply managing tasks; rather, it involves

Not all managers are leaders. An employee will follow the directions of a manager because they have to, but an employee will voluntarily follow the directions of a leader because they believe in who he or she is as a person, what he or she stands for, and for the manner in which they are inspired by the leader.

Controlling

Controlling is the final function of management. Once a plan has been carried out the manager evaluates the results against the goals. If a goal is not being met, the manager must also take any necessary corrective actions to continue to work towards that goal.

For example, if Melissa noticed that her team was behind in their sales half way through February, she will need to put in place necessary provisions to ensure the second half of February is twice as productive as the first half so that by the end the month, the original sales goal will be met or exceeded. Because the control process also includes setting performance standards for employees and continuously evaluating their job performances, Melissa will speak with each of her sales reps individually to review their performances.

The Fifth Function

Some have added a fifth function for managers known as staffing. Staffing is the task of evaluating, recruiting, selecting, training, and placing appropriate individuals into defined job roles. A manager must spend time evaluating his or her workforce needs, discovering where employees need to be added, trained, or removed, and then making those changes so that the organization can continue business as usual.

Lesson Review

Let's review. There are four functions of management that span across all industries. They include: planning, organizing, leading, and controlling. You should think about the four functions as a process, where each step builds on the others. Managers must first plan, then organize according to that plan, lead others to work towards the plan, and finally evaluate the effectiveness of the plan.

Planning is the first step where by a manager creates a detailed action plan aimed at some organizational goal. Organizing is the second step, which involves the manager determining how to distribute resources and arrange employees according to the plan. Leading is the third step that is accomplished by

communicating, motivating, inspiring, and encouraging employees towards a higher level of productivity. Controlling is the final function of management in which the manager, once a plan has been carried out, evaluates the results against the goals. If a goal is not being met, the manager must also take any necessary corrective action needed to continue to work towards that goal. Some have added a fifth function for managers known as staffing. Staffing is the task of evaluating, recruiting, selecting, training, and placing appropriate individuals into defined job roles.

It was the rise of the Industrial Revolution and factories were becoming more common. Inside these factories, managers were constantly look for ways to improve productivity and

efficiency. As time moved on, it became apparent that searching for the single best way to do things was the most important thing for managers to do. Thus, classical management theory was born. This lesson will discuss the evolution of classical management theory.

Chapter 2: Lesson 1

Classical Management Theory (1900-1930): Definition

The Evolution of Classical Management Theory

The Industrial Revolution was a time where innovation really began to change the way that products were produced and sold. The invention of machines to produce goods in the 19th century drastically improved productivity, which in turn lowered the cost to the consumer. The lower price resulted in a greater demand for products and thus a greater need for more factories and workers.

As factories increased in number, managers continued to search for ways to improve productivity, lower cost, increase quality of their products, improve employee/manager relationships and increase efficiency. The focus shifted from using machines to increase productivity to how they could increase employee

productivity and efficiency. When they did this, they began to notice some new problems inside their factory systems. Employees were dissatisfied with their current working conditions, and many lacked the necessary training for how to do their work efficiently. Managers then began to formulate and test possible solutions, one of which was to find the best possible way for workers to perform and manage their tasks. The research resulted in the development of classical management theory.

The Classical Manager

To better understand classical management theory, let's take a peek into this 19th century factory and see what's going on. Ahh, there he is: Calvin the Classical Manager. Let's look a bit closer and see what he's up to. It looks like Calvin is working on a work-flow chart. It seems he's trying to figure out the best possible way to complete work at his factory.

As a classical manager, Calvin must have a good understanding of business functions at his factory so that he can structure the organization according to task and assign workers in view of that. For example, I can see that Calvin has broken down the process for producing the product this factory makes into three stages. In each stage, he has listed out what work needs to be completed and the type of skills a worker will need to complete that work. Now all Calvin has left to do is assess his current workforce for the appropriate

individuals and place them in the suitable job role. If training is needed, Calvin will need to identify that so that he can ensure his workers understand the manner in which the work should be completed.

Expansion of Classical Management Theory

Classical Management theory expanded throughout the first half of the 20th century as managers continued to look for ways to deal with issues surrounding industrial management. During this time, three separate branches emerged - bureaucratic management, classical scientific management and classical

administrative management - each unique in its approach towards finding the best possible way. These three branches will be explained in more detail in the following lessons. Even though several management theories have emerged since the development of classical management theory, many contemporary

organizations rely on the classical management approach today with great success.

Lesson Review

Let's review. Classical management theory was introduced in the late 19th century during the Industrial Revolution. At the time, managers were interested in findings ways to improve productivity, lower cost, increase quality of their products, improve employee/manager relationships and increase efficiency at their factories. The main concern for classical management theorists is finding the best possible way for workers to perform and manage their tasks. Classical management theory is comprised of three separate branches - bureaucratic management, classical scientific management and classical administrative management -each unique in its approach towards finding the best possible way. Many of today's organizations continue to rely on the classical management approach

Chapter 2: Lesson 2

Bureaucracy: Max Weber's Theory of Impersonal Management

management where organizations are more authoritative, rigid and structured. This lesson will describe the development of bureaucracy and common characteristics of bureaucratic organizations.

Note: for the purposes of this video, the instructor has chosen to use the American pronunciation of Max Weber's name.

The Development of Bureaucracy

In the late 1800s, Max Weber criticized organizations for running their businesses like a family, or what some of us might refer to as 'mom and pop'. Weber believed this informal organization of supervisors and employees inhibited the potential success of a company because power was misplaced. He felt that employees were loyal to their bosses and not to the organization.

Max Weber believed in a more formalized, rigid structure of organization. Weber believed in a more formalized, rigid structure of organization known as a

bureaucracy. This non-personal view of organizations followed a formal structure where rules, formal legitimate authority and competence were characteristics of

appropriate management practices. He believed that a supervisor's power should be based on an individual's position within the organization, his or her level of professional competence and the supervisor's adherence to explicit rules and regulations. To better understand the idea of bureaucracy, let's look at some of its characteristics.

Characteristics of Bureaucratic Organizations

A well-defined formal hierarchy and chain of command distinguishes the level of authority within an organization. Individuals who hold higher positions will supervise and direct lower positions within the hierarchy. For example, Megan the Manager supervises a team of four sales representatives. Megan's position within the organization as a supervisor gives her authority over those four sales representatives to direct and control their actions to ensure organizational goals are met.

Management by rules and regulations provides a set of standard operating procedures that facilitate consistency in both organizational and management practices. For example, when an employee is sick and cannot make it into work that day, he or she must call out to their direct supervisor. If one of Megan's sales reps is sick, they are expected to call her directly to inform her of their absence. Any employee who fails to do this will be subject to termination. All of Megan's employees are expected to follow this rule, and Megan is expected to enforce this rule equally among her employees.

Division of labor and work specialization are used to align employees with their organizational tasks. This way, an employee will work on things with which he or she has experience and knows how to do well. For example, let's say two of Megan's sales reps are experienced in selling products to vendors in the western region of the state due to their extensive experience working in that area. Megan would then put those two employees in charge of that specific region and would place the other two sales reps in the eastern region. Managers should maintain an impersonal relationship with employees to promote fair and equal treatment of all employees so that unbiased decisions can be made. This is not to say that Megan should not be friendly with her employees; rather, Megan should be professionally friendly with her employees and work to maintain a clear separation between business and pleasure. For example, Megan should refrain from spending time outside of work with her employees. While it is acceptable for the four sales reps to meet up after work for happy hour and have a drink, Megan should excuse herself from participating in such an occasion.

Competence, not personality, is the basis for job appointment. An employee should be chosen, placed and promoted within an organization based on his or her level of experience and competency to perform the job. For example, if Megan found room for a fifth sale rep on her team, she should look to recruit and place a

new sales rep based on a person's ability to successfully perform the duties of the position. Hiring someone she is friends with, for example, would be a poor decision by Megan, as there is no guarantee her friend is a competent sales rep.

Formal written records are used to document all rules, regulations, procedures, decisions and actions taken by the organization and its members to preserve consistency and accountability. A policy and procedures manual is a good example of formal records.

Lesson Summary

To review, Max Weber disliked the idea of managing an organization informally. He believed in a much more rigid, formalized structure known as a bureaucracy. The characteristics of a bureaucracy include: 1) A well-defined formal hierarchy and chain of command; 2) Management by rules and regulations; 3) Division of labor and work specialization; 4) Managers should maintain an impersonal relationship with employees; 5) Competence, not personality, is the basis for job appointment and 6) Formal written records.

Chapter 2: Lesson 3

Classical Scientific School of Management

The scientific school of management focused on the 'science' of creating specialized work processes and workforce skills to complete production tasks efficiently. This lesson will discuss the development of scientific management and how it is applied by management as

illustrated by the classic example of Henry Ford's Model T production line. Scientific Management

The scientific school of management is one of the schools that make up classical management theory. Still very much concerned with increasing productivity and efficiency in organizations by finding the best way to do something, the scientific school of management is focused on the 'science' of creating specialized work processes and workforce skills to complete production tasks efficiently.

Classical scientific theorists such as Frederick Taylor, Henry Gantt, and Frank and Lillian Gilbreth spent their time researching how a specific job was done, what steps were taken by an employee to complete the work, the amount of time it took a worker to complete a task using different methods, and then used this information to determine which way was most effective.

The result of this research led to the development of four principles of scientific management:

1. Management should provide workers with a precise, scientific approach for how to complete individualized tasks.

2. Management should carefully choose and train each employee on one specific task. 3. Management should communicate with employees to ensure the method used to

complete the task is, in fact, the most productive and efficient. 4. Management should create the appropriate division of labor. Application of Scientific Management

Application of these scientific management principles is quite simplistic once up and running, but it requires a great deal of analysis up front. A manager must first consider the nature of the work that needs to be completed and then decide the best possible way to go about it. A division of labor allows the manager to take complex tasks and break them down into smaller, more precise tasks that the individual workers can complete. Each employee is trained explicitly on how to best perform their task. A manager will check with their worker to ensure that the suggested method for completing the work is efficient and make adjustments when necessary. If all goes as planned, a manager will watch as a product efficiently moves from worker to worker down the production line. As the individual parts come together, the sum is essentially created. Think of an assembly line where each individual employee completes one repetitive step in the product development process. The product is finished and ready to be sold after each employee completes his or her respective tasks in the product development process. To see classical scientific management, division of labor, and the assembly line in action, we can turn to Henry Ford of Ford Motor Company.

Henry Ford's

Model T Production Line

Turns out that right around the same time Taylor, Gantt, and the Gilbreths were developing the principles of scientific management, Henry Ford was looking for an effective way to produce his Model T. At that time, a car was really considered a luxury item that was handcrafted by one individual on a factory floor, and Ford sought to change this. By combining the idea of scientific management's best possible way to accomplish a task through the division of labor and Ford's engineering background, the true assembly line was born. Ford spent a good amount of time researching the best possible way to assemble the Model T. First, he rationalized the most effective way to build the Model T based on the size of parts. From there, he determined the best order to assemble similarly sized parts. Workers were then assigned and trained on individualized tasks. Production began, but there were a few hiccups along the way.

Henry Ford wanted an effective way to produce his Model T.

After much trial and error over a five year period, Ford resolved to first build the basic chassis, which included the frame, axles, and wheels. From there, the vehicle would move down the production line as individualized parts were added. Eventually raw materials and sub-assemblies were added, which allowed for smaller parts to be assembled before they were brought to the main assembly line.

Once the process was defined it only took 93 minutes to build the Model T, allowing Ford to mass-produce the car. In fact, from 1908 through 1927, approximately 15 million Model Ts were produced using the assembly line that Ford designed. Ford's assembly line method quickly spread to numerous manufacturing operations around the world and is still in use today. I am sure many of you can think of several products you own that were produced using the assembly line.

Lesson Summary

Let's review. Classical scientific management theory is focused on the 'science' of creating specialized work processes and workforce skills to complete production tasks efficiently. Contributors of the scientific management theory were Frederick Taylor, Henry Gantt, and Frank and Lillian Gilbreth. It was from these individuals' work that the four principles of scientific management were developed, which included:

1. Management should provide workers with a precise, scientific approach for how to complete individualized tasks.

2. Management should carefully choose and train each employee on one specific task. 3. Management should communicate with employees to ensure that the method used to

complete the task is, in fact, the most productive and efficient. 4. Management should create an appropriate division of labor.

Henry Ford provides a good example of classical scientific management with his development of the assembly line used to produce his Model T. The assembly line and similar scientific management principles are still in use today.

Chapter 2: Lesson 4

Fredrick Taylor & Management: Maximizing Productivity &

Efficiency

Known as the father of scientific management, Frederick Taylor revolutionized management practices. This lesson will discuss the contributions Taylor made to the field of management, most of which are still used today to maximize productivity and efficiency.

Ask yourself this question: would you be motivated to work harder for your employer if you were not given the proper training or tools to do your job and you were paid the same amount regardless of the level of effort you put forth? I assume most of you answered 'no' to this question, and Frederick Taylor agreed!

Taylor studied ways of maximizing productivity and efficiency.

The Observations of Frederick Taylor

As a young engineer working for Midvale Steel Company in the late 1800s, Frederick Taylor began to recognize the shortcomings of systematic management practices. He observed how the gross, almost deliberate, inefficiencies of workers led to low levels of productivity. As Taylor investigated further, he discovered that employees were underpaid, their potential was unused, and there was a great deal of waste and inefficiency of workers and work processes. He attributed these issues to three things:

 First, employees believed that if they were more productive, fewer jobs would be needed, and thus their job might be in jeopardy.

 Second, employees did not have an incentive to go above and beyond; if they were paid the same amount for low productivity as they would be for high productivity, there was no reason for them to strive for higher levels.

 Third, workers wasted much of their time using less-than-optimal methods for completing work instead of the best possible way.

Taylor soon realized that these unsystematic decisions being made by management were without empirical evidence or research that demonstrated a significant rationale for what the best means of production were. Essentially, managers were blindly making decisions on how to lead their workers, almost like the blind leading the blind.

The Father of

Scientific Management

Taylor's solution was to create a second approach to management that accounted for all those issues he was seeing at Midvale Steel Company. What is now known as scientific management, this new approach advocated the use of scientific methods to scrutinize individualized tasks of production work to find the most effective method. The specifics of scientific management are detailed in another lesson of this course, but to help you understand how Taylor arrived at this new approach, we will discuss the steps he took to get there.

Using his engineering background, Taylor studied tasks and incentives to develop fixed procedures to maximize productivity and efficiency. He used time and motion studies to determine how long it should take a person to complete a task when the correct movements were made. He also looked for ways to standardize tools so that each worker had the right tool for the job. Finally, he believed that an employee's

effort towards reaching higher levels of productivity should be directly tied to their pay. For example, Taylor studied workers at the Bethlehem Steel plant who were responsible for unloading iron from rail cars. He found that when the correct tools, movements, and procedures were used by workers, they could average 47.5 tons per day instead of the typical 12.5 tons per day. This only required 140 workers to complete the work each day as opposed to the usual 500. Once the work process was clearly defined according to the best possible way, he added an incentive system that would compensate those employees who were able to meet the new standard set by Taylor. The result of this change was unsurpassed as the productivity at the

Bethlehem Steel plant drastically increased overnight.

Taylor's Four Principles of Scientific Management

Frederick Taylor conducted many experiments over the duration of his career and had several associates, which you can learn about in other lessons of this course. After his work was completed, he was then able to, finally, provide managers with a set of systematic guiding principles so that they no longer had to make uninformed decisions. Taylor's approach to management can be summed up into his four principles of scientific management.

1. Management should get rid of general guidelines for how to complete a task; instead, they should be replaced with a precise, scientific approach for each task of a worker's job.

2. Management should use those same principles of scientific methodology to carefully recruit, select, train, and develop each worker according to the job they will hold for the company.

3. There should be a level of cooperation between staff and management to be sure that jobs match plans and principle of the developed methods.

4. Managers should also provide the appropriate division of labor and responsibility between managers and workers; that is, the managers were responsible for planning the work, and the employees were responsible for following that plan as they

completed the work.

The Four Principles Applied

A simple example of Taylor's principles in action is shown in the following story. Bob the Bricklayer was hired by Berry Miller to build a block fence in his yard to keep his neighbor from spying on his wife while she sunbathes. Bob knows that he must plan out this job so that he can properly bid the cost of the job to Berry. Bob the Bricklayer spends time detailing out the best method for building the block fence, how long it should take, what the costs should be, and how many laborers he will need to help him build the fence. After his plan is in place, Bob selects two of his finest block fence builders to help him construct the fence. He knows that the two employees he chose are well-trained in block fence building, and he'll only need to provide moderate supervision to them. Bob will oversee his employees and make sure they follow the plan he detailed out at the beginning of the project. The employees have a full understanding of what their role is in the job, and so does Bob. Because the plan was followed as Bob laid out by employees, who are aware of

their role in the job and had a good understanding of the work that needed to be completed, the block fence went up without issue. Berry Miller was extremely happy, but his neighbor was extremely disappointed that he would no longer be able to enjoy the view from next door.

Lesson Summary

To review: Frederick Taylor began to recognize the shortcomings of systematic management practices early in his career as an engineer. He found that workers were underdeveloped, underpaid, and under-resourced, and consequently, they did not care to put forth a high level of productivity. As a result, factories were suffering. Taylor's solution was to create a second approach to management known as scientific

management. Taylor studied tasks and incentives to develop fixed procedures to maximize productivity and efficiency. After many experiments, Taylor developed a set of management principles that included:

1. Management should get rid of general guidelines for how to complete a task; instead, they should be replaced with a precise, scientific approach for each task of a worker's job.

2. Management should use those same principles of scientific methodology to carefully recruit, select, train, and develop each worker according to the job they will hold for the company.

3. There should be a level of cooperation between staff and management to be sure that jobs match plans and principle of the developed methods.

4. Managers should provide the appropriate division of labor and responsibility between managers and workers; that is, the managers were responsible for planning the work and the employees were responsible for following that plan as they completed the work.

Taylor quickly became known as the father of scientific management for having revolutionized management practices, most of which are still being used today.

Chapter 2:Lesson 5

Gantt Charts & Bar Graphs: Henry Gantt's Contributions to

Management

This lesson will describe how Henry Gantt revolutionized management practices by providing a graphical representation, also known as the Gantt chart, of work processes that showed scheduling and monitoring projections. Other contributions of Henry Gantt, such as the task and bonus system, will also be discussed.

Blamestorming is defined as a group of people sitting around trying to figure out who to blame for missing a project's deadline. Perhaps you've taken part in a blamestorming session. You might even be the reason why your co-workers needed to blamestorm, or maybe you are the blamestorm instigator. No matter what side of the fence you sit on during a blamestorming session, I have a solution for you. It can be found in the works of Henry Gantt! So, all you blamers and blamees, grab a piece of paper and a pen; a solution is about to come your way that will show you how to track project milestones and final deadlines so that you will never have to participate in a blamestorming session again!

Henry Gantt

Henry Gantt was an advisor and consultant on management practices. Henry Gantt, an associate of Fredrick Taylor, was a mechanical engineer

during the early 1900s who spent his time as an advisor and consultant on

management practices. His main focus was to apply scientific analysis to all facets of the work being done as a means of increasing productivity. His two major contributions were the Gantt chart and the task and bonus system, both of which will be discussed next. Much of what Gantt developed during this time was considered groundbreaking, and it revolutionized scientific management. Many of his ideas are still widely used in project management today.

The Gantt Chart

As Gantt spent time scrutinizing the work process with the comprehensive goal of planning and

implementing a work breakdown structure, he wanted to have a visual representation of what was actually occurring over the course of a project. Specifically, Gantt focused on creating a graphical representation of work processes that showed scheduling and monitoring projections. What Gantt came up with was a bar chart that demonstrated a project's schedule, showing terminal and summary elements from start to finish. Terminal elements are the smaller more intricate tasks that need to be completed as part of a larger task. A summary element is made up of terminal elements to form the larger task. For example, a summary element for a car manufacturer would be to paint the vehicle. The terminal elements of painting the vehicle would be to strip any original paint, primer, apply your first, second and top coats, and finally, wash, wax and buff the new paint job. Once the terminal and summary elements are defined, a manager can then add projected and actual projection for completion of each of those elements. The time schedules are plotted on the graph using bars. These can be used to come up with deadlines. Once plotted together, it becomes easy for others to understand the individual work tasks and their due dates within the greater project deadline. This also demonstrates areas that can be done concurrently with other tasks and what tasks are dependent on the completion of others.

Gantt created a bar chart that showed terminal and summary elements from start to finish. The Gantt chart was first used on large construction projects, such as the Hoover Dam in the 1930s and the Eisenhower interstate highway network in the 1950s. Many contemporary managers rely on software programs to create Gantt charts. Such programs have advanced features that allow managers to manipulate data in several ways, aiding in their understanding of the overall project.

Task and Bonus System

Gantt did not find the piecework pay system previously developed by Taylor to be as effective as it needed to be to increase productivity. Gantt's alternative, known as the task and bonus system, paid employees based on how well they improved their performance at the organization. Specifically, the task and bonus system was an incentive program where an employee would receive a bonus above and beyond their set hourly rate once the employee's proficiency hit certain performance goals. This way an employee would always be guaranteed at least his or her hourly rate while working towards higher levels of productivity. This is in contrast to Taylor's piecework pay system, which forced novice employees to have a second job in order to support themselves because Taylor did not believe that an employee should be adequately

compensated until they reached a higher level of productivity - almost like an unpaid apprenticeship. Lesson Summary

To review, Henry Gantt worked alongside Fredrick Taylor for several years and is best known for his development of the Gantt chart. His main focus was on applying scientific analysis to all facets of work being done as a means of increasing productivity. His two major contributions were the Gantt chart and the task and bonus system.

The Gantt chart is still a widely used today in project management and demonstrates a project schedule, showing terminal and summary elements from start to finish and the amount of time it takes to complete each task. Terminal elements are the smaller more intricate tasks that need to be completed as part of a larger task. A summary element is made up of terminal elements to form the larger task. The information that is depicted on the Gantt chart allows others to understand the individual work tasks and their due dates within the greater project deadline.

The task and bonus system was an incentive program aimed at increasing an employee's productivity, whereby an employee would receive a bonus above and beyond their set hourly rate once the employee's proficiency hit certain performance goals. This way an employee would always be guaranteed at least his or her hourly rate while working towards higher levels of productivity.

Chapter 2: Lesson 6

Henri Fayol's Management Principles: Managing Departmental

Task Organization

Prior to Henri Fayol's development of an administrative theory of management, managers took a scientific approach to work, attempting to maximize productivity by treating their workers like machines. Fayol's 14 Principles of Management focus on the entire organization rather than just the work. This lesson covers the first seven of these principles.

From Scientific to Administrative

Back around 1860, Henri Fayol, a then-young engineer, began working at a coal mine in France. While working at the mines, he noticed that managing the miners was not an easy job. Managing was not as effective as it could be. Managers had few resources and tools to better manage people.

At the time, Frederick Winslow Taylor, founder of the school of scientific management, was making strides in maximizing productivity by focusing on the work and worker relationship. In other words, Taylor

believed that there was a science to work. If workers worked more like machines, there would be increased productivity.

Unlike Taylor's scientific management theory, Fayol believed that it was more than just work and workers. Managers needed specific roles in order to manage work and workers. This became known as the

administrative school of management and was founded on the six functions, or roles, of management: 1. Forecasting 2. Planning 3. Organizing 4. Commanding 5. Coordinating 6. Controlling Principles 1-7

These roles, used as a process, focused on the entire organization rather than just the work. Once broken down into smaller parts, the six functions evolved into Fayol's 14 Principles of Management. In this lesson, we will focus on the first seven principles:

1. Division of Work 2. Authority

3. Discipline

4. Unity of Command 5. Unity of Direction

6. Subordination of Individual Interests to the General Interest 7. Remuneration

While Fayol's 14 Principles of Management are not as widely used as they once were, it is important to understand how the foundation of administrative management theory was developed to address the needs of the times. This macro approach was the first of its time. Let's not forget, Taylor did not focus on the human element.

His scientific approach to work focused on building a better, stronger, faster and more productive team through physical elements. Fayol didn't see it that way. Fayol saw workers as humans possessing elements that required a more general approach to getting the work done. He saw it as a whole organizational effort. Principles Explained

Let's take each principle and use examples to better understand how these principles work together to create an administrative management mindset. Let's use Fayol and the Principles, a rock band, to help us better understand the first seven of the 14 Principles of Management.

1. Division of Work: When employees are specialized, output can increase because they become increasingly skilled and efficient.

Fayol and the Principles is made up of four members, including Fayol. Each band member specializes in a specific instrument or talent. Fayol is the lead singer, while the other members play instruments. The band is able to produce quality music because each performs the job in the band that he or she is most specialized in.

If we were to mix it up a bit and put Fayol on bass guitar and another member on singing - neither of whom possesses the skill to perform the job - the sound would be much different.

2. Authority: Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.

Fayol and the Principles understand that they should specialize in their specific areas; however, there needs to be a leader. Fayol assumes the role as leader and gives everyone orders. He says 'Play this. Do that.' But

with that comes responsibility. He knows that, whatever task he delegates to the band, he must make sure that the task is completed, that the task is done in a productive way and that it yields results.

3. Discipline: Discipline must be upheld in organizations, but methods for doing so can vary.

From time to time, the band members do not perform to Fayol's standard. Even though Fayol looks at the organization as a whole organizational effort, he also knows that he must administer discipline for

ineffectiveness. Two of Fayol's band members decided to take a break from practice to play a competitive game of Pin the Tail on the Donkey. He must administer swift discipline in line with the offense. He also knows that there is no one discipline that can be levied against the band members. It must be done on a case-by-case basis. In this case, the two band members were penalized pay for the time spent playing a game when they should have been practicing for their show.

4. Unity of Command: Employees should have only one direct supervisor.

Multiple people sometimes give orders. In the case of the rock band, Fayol is in charge. This is expressed by the name of the band and implied by the orderly way in which work is delegated. Fayol is the only person to give direction.

5. Unity of Direction: Teams with the same objective should be working under the direction of one manager and using one plan. This will ensure that action is properly coordinated.

Just like unity of command, it is important for Fayol to keep the band on a single track, course or direction. One manager. One plan. One vision.

6. Subordination of Individual Interests to the General Interest: The interests of one employee should not be allowed to become more important than those of the group. This includes managers.

Fayol knows how to maintain a balance between personal endeavors and those of the greater good. Fayol and the Principles are a rock band. This is their purpose, their identity. If one of the members feels

differently, regardless of how strongly he feels, this self-interest, or individual interest, is not more important than those of the band and its members.

7. Remuneration: Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.

When it comes to payday, Fayol knows that he must pay the band and pay them fairly. This includes money and perks. It is tempting to take all of the backstage perks and keep them for himself, like free T-shirts and sodas, but by sharing the rewards, Fayol has a much more satisfied team.

Lesson Summary

In summary, Fayol's 14 Principles of Management serve the organization as a whole. By dividing the work into specialized and specific jobs, workers are able to work more efficiently. Small management units

who oversee functional areas of the organization are now able to assign work and hold workers accountable for their production. This makes it easier to measure productivity. Once a system of accountability is in place and productivity can be monitored, it is easier to determine who is performing and who is not performing. Managers are able to selectively and individually discipline workers who fall short of goals quickly and in the correct measure. Having just one manager assigned to a team takes away any task confusion. Workers have only one supervisor directing them. With only one supervisor directing work, it is easy to motivate employees to buy into one plan. This minimizes self-interest. With only one manager managing the work of one team, which shares one vision, compensating the team can be done fairly.

Chapter 2:Lesson 7

Fayol's Theories on Staff Management and Worker Satisfaction

14 Principles of Management

In a previous lesson, we learned that Fayol, while working in mines in France, discovered that managers did not have the right tools to manage workers in an effective way. As a result, Fayol developed 14 principles that addressed the organization as a whole including both the work and the worker.

1. Division of Work 2. Authority

3. Discipline

4. Unity of Command 5. Unity of Direction

6. Subordination of Individual Interests to the General Interest 7. Remuneration

8. Centralization 9. Scalar Chain 10.Order

11.Equity

13.Initiative

14.Esprit de Corps Review of Principles 1-7

To review, Fayol believed by dividing the work into specialized and specific jobs, workers are able to work more efficiently. Small management units who oversee functional areas of the organization are now able to assign work and hold workers accountable for their production. This makes it easier to measure productivity. Once a system of accountability is in place and productivity can be monitored, it is easier to determine who is performing and who is not performing. Managers are able to selectively and individually discipline workers who fall short of goals quickly and in the correct measure. Having just one manager assigned to a team takes away any task confusion. Workers have only one supervisor directing them. With only one supervisor directing work, it is easy to motivate employees to buy into one plan. This minimizes self-interest. With only one manager managing the work of one team who share one vision, compensating the team can be done fairly.

Principles 8-14

The following 7 principles focus on the decision-making process, hierarchy, hygiene, employee satisfaction, motivation, and team spirit. We will focus on how a professional kitchen might apply these 7 principles.

Centralization

This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.

A chef generally leads a professional kitchen. A kitchen staff or brigade performs the work. There are decisions that need to be made as a team and others that need to be made by the leader. Chef Fayol strikes a balance by allowing the brigade to decide the day-to-day operations, like which vegetables to cook, evening specials and plate design. However, Chef Fayol makes all of the decisions about the restaurant image, menu design, and vision because he is the owner of Bistro Fayol.

Scalar Chain

Scalar chain: a term that refers to a direct chain of command in the military, ranking staff from the highest to the lowest level. Employees should be aware of where they stand in the organization's hierarchy or chain of command.

In scalar chain, Fayol knows that for centralization to even be possible, there needs to be a chain of command, and each member must be aware of their place in the hierarchy of the kitchen. Chef Fayol explains this to the brigade using an organizational chart.

Order

Nobody knows better than Chef Fayol that the work area must always be clean, neat, and safe. Watch what happens when one of the brigade leaves vegetable peels on the floor near his station. Fayol explains to the brigade the dangers involved in leaving food on the floor. The brigade appreciates his guidance and work much more productively when everything is in its place.

Equity

Managers should be fair to staff at all times, both maintaining discipline when necessary and acting with kindness where appropriate.

Chef Fayol levies discipline when needed, like when the member of the brigade left the peels on the floor. However, Chef Fayol also compliments the brigade when the restaurant receives rave reviews. A food critic reviewed Bistro Fayol. One of the cooks was mentioned as the most talented young chef in town. Chef Fayol gave the cook a plaque to hang on his wall. In all fairness, Chef Fayol also gave the other members smaller plaques for assisting in the effort.

Stability of Tenure of Personnel

Managers should strive to minimize employee turnover. Personnel planning should be a priority.

Chef Fayol knows that Bistro Fayol is only as good as a sum of its parts or members. He is always thinking of ways to reduce turnover. Having the brigade members quit their jobs is costly and a disruption to the workflow. Others in the brigade would have to pitch in areas of the kitchen. This will disrupt the flow of work. Kitchen staff may not be working in areas of specialization. This may reduce the quality of the food and affect productivity. He always tries to maintain a healthy work balance for his members.

Initiative

Employees should be given the necessary level of freedom to create and carry out plans.

Chef Fayol, in this example, allows members of the brigade to try new recipes and even allows the brigade members to create their own specials from time to time, but he reminds the members of Principle 6: no one member can place his self-interest above the interest of the bistro. They understand.

Esprit de Corps

A French term for morale that was originally used to define the morale of military troops. Organizations should strive to promote team spirit and unity.

Chef Fayol knows that when the team feels happy, they are more motivated to perform. He also knows that when the team feels part of a special group, they are more excited about their jobs. Chef Fayol and the brigade always work on ways to unify their positive spirit. Sometimes, Chef Fayol cooks a large family meal for his brigade.

Lesson Summary

In summary, Fayol believed that allowing workers to be part of the decision-making when appropriate is important for the overall organization. When roles are clearly defined and a chain of command is clear and