Organizational Theory by https://padlet.com/bwburley/69kb190i58n6 Administrative Management Theory en-us 2017-09-27 15:51:05 UTC 2017-09-30 11:29:51 UTC hello@padlet.com Basics of Administrative Management Theory bwburley https://padlet.com/bwburley/69kb190i58n6/wish/191737056 1.  Managers should have a strong control over their organizations to maximize profitability and prevent and employee take-over (Owings and Kaplan, 2012, p.55).
2. Clear separation of administrative work from production (Owings and Kaplan, 2012, p.55).
3. "Administrators viewed as experts in organizational leadership who needed professional training" (Owings and Kaplan, 2012 p. 55).]]> 2017-09-27 15:53:24 UTC https://padlet.com/bwburley/69kb190i58n6/wish/191737056 Important Factors bwburley https://padlet.com/bwburley/69kb190i58n6/wish/191737310 Fayol's 14 Management Principles:

1.  Division of Labor - employees gaining more experience will be more skillful and productive (Ownings & Kaplan, 2012, p. 57).

2.  Authority - Orders given from the top and employees should carry out their assigned roles (Ownings & Kaplan, 2012, p. 57).

3. Discipline - Strong leaders promote good discipline throughout the organization. Respect, not fear (Ownings & Kaplan, 2012, p. 57).

4.  Unity of command - There is only one person in charge who gives orders (Ownings & Kaplan, 2012, p. 57).

5.  Unity of direction - everyone working together under one manager on a similar activity(Ownings & Kaplan, 2012, p. 57).

6.  Subordination of individual interests - interest of the whole is more important than individual interest (Ownings & Kaplan, 2012, p. 57).

7.  Remuneration -  "remuneration as a tool for motivating the employees to greater or more goal-oriented efforts" (Voxted, 2017).

8.  Centralization - "Managers must retain final responsibility, but they should give suboordiantes enough authority to make decisions that will successfully complete the task (Ownings & Kaplan, 2012, p. 57).

9.  Scalar Chain - chain of command from the top down (Ownings & Kaplan, 2012, p. 57).

10.  Order - task matched to the skills of the employee (Ownings & Kaplan, 2012, p. 57).

11.  Equity - fair to all employees regardless of their level in the organization (Ownings & Kaplan, 2012, p. 57).

12.  Stability of personnel - to be successful organizations need low turnover (Ownings & Kaplan, 2012, p. 57).

13.  Initiative - reward employees who take initiative to support the organizations goals (Voxted, 2017).

14.  Esprit de corps - "Managers should promote and maintain teamwork, team spirit, and morale to build harmony and unity within the organization (Ownings & Kaplan, 2012, p. 57).
]]> 2017-09-27 15:53:54 UTC https://padlet.com/bwburley/69kb190i58n6/wish/191737310 Resources bwburley https://padlet.com/bwburley/69kb190i58n6/wish/191737480 Owings, W. A., Kaplan, L. S. (2012). Leadership and organizational behavior in education:  Theory into practice. Boston, MA: Pearson

Voxted, S. (2017). 100 years of Henri Fayol. Management Revue, 28(3), 256-274. doi:10.5771/0935-9915-2017-2-256.  Retrieved from http://search.ebscohost.com.averett.idm.oclc.org/login.aspx?direct=true&db=bth&AN=125163767&site=ehost-live

Wren, D. A., Bedeian, A. G., & Breeze, J. D. (2002). The foundations of henri fayol's administrative theory. Management Decision, 40(9), 906-918. Retrieved from http://averett.idm.oclc.org/docview/212064268?accountid=8444

]]> 2017-09-27 15:54:16 UTC https://padlet.com/bwburley/69kb190i58n6/wish/191737480 Criticisms bwburley https://padlet.com/bwburley/69kb190i58n6/wish/191737622 Henry Mintzberg attempted to discredit Fayol's theory by studying 5 different organizations.  "Rather than disproving Fayol as folklore, Mintzberg's findings suggested that different research methods will likely lead to different results" ( Wren, Bedeian, & Breeze, 2002).

]]> 2017-09-27 15:54:35 UTC https://padlet.com/bwburley/69kb190i58n6/wish/191737622 Founders of the Theory - Henri Fayol bwburley https://padlet.com/bwburley/69kb190i58n6/wish/191737779

"Henri Fayol (1841 - 1925), a French industrialist, looked at increasing efficiency by concentrating on the entire organization's management"(Owings and Kaplan, 2012, p 55).
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