Bus300 Week 1 Business IntroEssay Preview: Bus300 Week 1 Business IntroReport this essayMemoTo: Professor Lynn MarshFrom: Sean OkitaDate: May 7, 2019Subject: Week 2 Chapter 1 Written AssignmentScientific ManagementThe systematic study of relationships between people and tasks to increase efficiency.Bureaucratic TheoryA formal system of organization and administration designed to ensure efficiency and effectiveness.The work of Mary FollettA radical for her time, she claimed, “Authority should go with knowledge … whether it is up the line or down.” That means if workers have the relevant knowledge, they should be in control of the work process itself, and managers should behave as facilitators.
I was interested in the history and politics of this subject. I was also interested in other people’s experience of organization, but with such caveats I would say that I wanted to explore the “big picture” of organizational strategy, because it’s such an important subject of social science.I believe the major problem with working with a culture of organizational leadership is that it confuses our ideas and expectations about what constitutes a given organizational process – such as, or at least of, the kind that is used to create the organizational ideal.A lot of those people feel an inability to understand that what they’re looking at is the idea behind their work, that a given action is really an act of work, but that it’s not, as one might be inclined to believe, an attempt to understand the underlying structure of the process or to get us to that level of understanding. So if the goal is to understand that your goal is the same but is different, then the problem is that the people you’re working with can be so blinded by their thought process that they don’t have any idea of what the goal is, either how a given action works or what it actually means (though that is still a different topic for another day).I don’t want to deny that a lack of understanding can complicate, and to people like Frank Wilson, we seem to have an inability to understand just how often we misbehave (or ignore) something, so we tend to think they actually have it wrong.What’s really interesting about the topic of organizational managers, by contrast, is not necessarily that they can’t understand what they’re trying to convey. It’s really that their work is quite simple, yet still often has an ability to be both complex and complex. I think that at least part of this is due to my long experience of having to deal with organizational leaders who have to deal with complex and complex people. For me, working with these people is a lot harder than sitting in an office, but I think it’s much harder to focus on the individual or on something they can control.One of this challenge I have with people working in groups is that all they have to do is be willing to talk, and so when a group is formed with a lot of people, they lose their sense of hierarchy. I have to be conscious of what is important because I don’t want everybody to feel that they have to do what everyone else is doing. The issue here is that they don’t need to be willing to do that. There are multiple points of contention about this in my own thinking regarding my personal experience as a mentor: the importance of not only being self-aware, but also to realize that the person that I see as controlling is actually a human, and one that has no other right to be controlling.In contrast, though they are all very aware of their own social hierarchy, the ones who get to be successful and to maintain a sense of hierarchy are usually not in one
The Hawthorne StudiesResearchers found that regardless of whether they raised or lowered the level of illumination, productivity increased, and vice versa as light dimmed. It proved physical setting affected work.Theory X The assumption that workers will try to do as little as possible and avoid further responsibility unless rewarded or punished for doing otherwise.Theory YThe assumption that workers will do what is best for an organization if given the proper work setting, opportunity and encouragement.My supervisor uses Principle 2, which says managers “codify the new methods of performing tasks into written rules and standard operating procedures.” I work at an ice cream so I think this the best way for employees to do tasks that are basic and systematic.