He lived 1868 to 1924. She lived 1878 to 1972. They studied industrial production methods and quality controls. He studied job-task times and motions {time-and-motion study, Gilbreth}. He analyzed motions into elements {therblig}.
He lived 1855 to 1932, advocated market socialism, and studied management {Taylorism}. He studied job-task times and motions {time-and-motion study, Taylor}.
He lived 1841 to 1925 and discussed rational and efficient business administration, including central control, labor division, hierarchical command, ordered and stable processes, and initiative. He had five principles: forecasting and planning, organizing, commanding, coordinating, and controlling. He stated 14 management principles: labor specialization and division, authority with corresponding responsibility, discipline, unified command, unified direction, individual-interest subordination to general interest, staff remuneration, centralization, scalar authority chain, order, equity, tenure stability, initiative, and esprit de corps.
He lived 1886 to 1961 and wrote about the ideal administrator. Good administration depends on analysis, authority, communication, decision-making, expansion, goals, motivation, and purpose.
Business analysis requires looking for process critical, limiting, and strategic factors and making decisions to address these factors. Then further analysis finds new critical, limiting, and strategic factors. Good analysis uses past experience, connects decisions, analyzes decision-making process itself, and facilitates limiting options.
To have authority to lead, executive must be moral and qualified. Authority depends on subordinate acceptance of executive. The moral code defines authority levels, emphasizes loyalty to organization purposes, and sets goal to strive for excellence.
Communication is official, is only for employees, comes from communication center through accepted channels, goes through all proper stages, preferably only one stage, comes from authority, is authenticatable, and comes from someone responsible.
Executive decisions mostly limit choices. Consequence anticipations and results after previous actions limit choices. High-level decisions involve purposes and personnel. Middle-level decisions involve technical, economic, and social problems. Low-level decisions involve means to ends. Executives can protect themselves against decision criticism, by documentation and superiors' approval. Executives can ensure that authorities make decisions and take responsibility.
Organization must expand to gain more incentives for workers.
Organization has two main goals, which executive leads and to which organization adapts. The first goal is to reach organization purpose. The second goal is to motivate individuals. Meeting both goals requires willingness to cooperate among all employees, communication between all employees, and accepted purpose for organization. Purpose must be relevant to customers or environment, be attainable given resources and people, and fit with employee desires and hopes. Executive can motivate by distributing rewards in the most-efficient way, based on people's powers, wishes, needs, and abilities, to keep people satisfied. Direct incentives alone are not enough to satisfy employees. Propaganda, education, and training can persuade people. Technology, education, and opportunities to do more are other rewards. Executive must remember that people can always think about doing something else instead. Social relations can contribute to success but must be compatible with organization purposes.
As for motivation, best results happen if people have high pay and then give full value in return. Return value typically seems small to person giving it.
Purposes about family, religion, or country are personal, but business purposes are impersonal. All intentions, acts, and ideas communicate business purposes, to persuade people to accept them. Business purpose has parts that specialists can do, by place, time, other people required, resources, and methods.
She lived 1868 to 1933 and invented administration law of the situation.
Level 1 is Highly Capable Individual. Level 2 is Contributing Team Member. Level 3 is Competent Manager. Level 4 is Effective Leader. Level 5 {Level 5 Leadership} is Executive. Good executives are humble or quiet, are strong-willed, require self-discipline, sacrifice self for company, take responsibility, listen to and credit others, work for long-term company gain, and have high standards. They are not outsiders or flamboyant persons. They do not have charisma. They do not impose discipline.
Determine what company can do best, choose best method for cash flow and profits, choose main indicator, and have passion inside {Hedgehog Concept}.
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Date Modified: 2022.0225