The critics of scientific managementclaimed thatO managers may ignore appropriate rulesand regulations.organizations that need rapid decisionmaking and flexibility may suffer with thisapproach.managers were not trained to apply theprinciples of the theory.O it did not help managers deal with broaderexternal issues.O it leads to too much authority beingvested in too few people.

Scientific management can be defined as the type of management that involves the use of scientific…

Answered: The critics of scientific management…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Which of these control mechanisms is a manager in a country that is not technologically advanced more likely to use?Select one:a. Decentralized decision making.b. Indirect control devices.c. Direct supervision.d. Computer-generated reports
34.A company undergoes several major changes in a short period of time. To reduce barriers to the change process, management develops a culture that recognizes that decision-making is more efficient when employees are actively engaged. What is the outcome of this type of culture? A.Improved trust and cooperation B.Higher employee turnover C.Increased hierarchy structure D.Increased profits
1. Identify the different environmental forces that recently had redesigned management practices in most organizations. 2. Described the foundations and basic assumptions of Organizational Behavior. 3. Name the importance of Organizational Behavior in the organizations. 4. Discuss the challenges of Organizational Behavior in most organizations. 5. Generalized the anchors that represents the principles on which Organizational Behavior is developed and refined.
1. How is “empower action” a specific change management technique or tool you think is most likely to pave the way for a successful launch of the new product line? 2. How is “incremental change” the most likely decision-making oversight the board could make in the launch of a new product line?
: C2: Formative 1 Instructions Watch Topic ▪ Leadership approach ▪ Leader's position in the organization ▪ Number of direct reports (if known) and the general environment ▪ Work taking place in the situation ▪ Relationship the leader appears to have with others 09 Your Activity KA ку Now that you have reviewed case studies in the first seven chapters, you should be able to describe a situation in your organization where you can identify the leadership style or approach demonstrated by the leader. Which actions are the most clearly aligned with the strengths/criticisms noted in the text? After writing a short description of the situation, create a list of the other key components you have seen in the other case studies, such as: If there are any of these areas you do not readily know, how could you find the information? If the information is not available to you, how could you create generalized information to support your audience's understanding of the background information? After…
Decision-related conflict frequently revolves around an ethical conundrum of some kind. The best way to handle ethical dilemmas, according to Carter McNamara, is to prevent them from occurring in the first place. That is why actions like creating codes of ethics and conduct are so crucial. Employees become more ethically aware as a result of their development, which also lowers the likelihood that unethical behaviour will ever take place. What might have gone wrong if an organization did this and used a good DM strategy but still experienced issues with lingering conflict?What are the leaders of the company lacking? How could something that they are "not getting right" (or not getting at all!) be successfully challenged and corrected?
‘Although created over a century ago, Taylor’s Scientific Management remains relevant in today's environment.’ Discuss this statement with reference to an organisation or organisations of your choice.
Implementing change is often one of the most difficult aspects of organization management. Imagine that you are the CEO of a large corporation, and your legal advisors have just informed you that the federal government has passed a new law that will affect every employee’s health care coverage. Using this example, discuss the forces that most likely spurred the organizational change and identifying some reasons why employees might resist this change.
Change management is a structured approach aimed at transitioning individuals, teams, and organizations from their current state to a desired future state. Whether it involves implementing new technologies, restructuring operations, adapting to market shifts, change is inevitable in today's dynamic business environment. Effective change management strategies involve thorough planning, clear communication, and active stakeholder engagement to minimize resistance and facilitate smooth transitions. By embracing change management practices, organizations can navigate complexities more effectively, capitalize on opportunities, and sustain long-term growth and success Question: How can organizations foster a culture that embraces change and encourages employees to adapt to new initiatives and transformations?
Using a hypothetical scenario, discuss the challenges faced by a company undergoing organizational change, and evaluate the effectiveness of different approaches to managing change, such as Lewin's Three-Step Model, Kotter's Eight-Step Model, and the Agile approach. Consider factors like employee resistance, communication strategies, leadership involvement, and the impact on organizational culture and performance. Additionally, analyze the potential benefits and limitations of each approach and provide recommendations for selecting the most suitable approach based on the company's specific context and objectives. Please note that this question can serve as a starting point for a comprehensive discussion on Approaches to Organizational Change. You can delve into each approach, analyze its implementation, and provide insights based on the hypothetical scenario.
“… In a survey conducted in 2019 by McKinsey, 60% of executives interviewed expected half of their employees to be retrained or upskilled in the next five years. A Gallup study shows that organizations that have made a strategic investment in employee development report 11% greater profitability and are twice as likely to retain their employees. Still, the Covid-19 crisis pushed companies to increase pay cuts, voluntary retirement and layoffs. The consequences on the workforce have been devastating, reducing the long-term competitive edge of the companies. Employee morale has decreased, training and development costs have been cut off, and valuable knowledges has been lost. At the same time, many other companies are ramping up hiring to accommodate new skills needed.” Question :- Discuss comprehensively on the human resource management planning in relation to industrial revolution 4.0.
1.giving people authority to make decisions and take actions does not mean they will make good decisions. how or what can be done to help? why is removing fear helpful? 2.managers basically want their company to do well. Why do many managers drift away from TQM or fail to implement basic elements of TQM? 3.what motivated motorola to change? Why could they do it when other companies have failed? 4.in the 1970s, do you think motorola lost touch with employees? Costumers? Process? Give an example of each.

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