PA 101 Quiz 1

1. Scientific Management

2. Administrative Management

3. Bureaucracy

4. Charles Babbage and Robert Owen

5. Decision Making

5 Classical theories and pioneers of management

Frederick Taylor

Father of Scientific Management

19th to early 20th century

When was Scientific Management developed

Industrial Revolution

Along what period did the Scientific Management emerge

Agrarian & Handicraft Economy

Previously, economic activity was dependent on agriculture, fishing, manual labor, and simple tools, focusing primarily on subsistence and local trade with limited technology

Industrial & Machine Manufacturing Economy

Fueled by technology, innovation, and advanced machinery, the economy shifted toward mass production for global markets, driving rapid productivity and economic growth

1. Coordinating large populations of workers.

2. Establishing clear structures of authority and responsibility.

3. Managing complex, large-scale operations while reducing operational costs and raising quality

Core Organizational Challenges of the industrial revolution

"Rule of Thumb" Work Methods

• Flaws of Pre-Bureaucratic and Traditional Management

• Operations relied on personal habit, tradition, and trial-and-error rather than empirical measurement or standardized science

Traditional Authority & Particularism

• Flaws of Pre-Bureaucratic and Traditional Management

• Organizational decision-making was based on personal relationships, kinship, and informal status. Personnel decisions (hiring, promotion, firing) were driven by favoritism, social status, or family ties rather than merit and fitness.

Early 19th-Century Precursors

• Flaws of Pre-Bureaucratic and Traditional Management

• lacked a unified, formal management framework

1. Develop a science for each job

2. Scientifically select and train workers

3. Cooperate with workers for standardization

4. Equal division of work and responsibility

Four Principles of Scientific Management

Scientific Management Theory (Frederick Winslow Taylor):

• Four Principles of Scientific Management

• Focused on shop-floor productivity and task-level execution. Taylor replaced "rule of thumb" methods with scientific time-and-motion studies, work standardization ("One Best Way"), scientific selection of workers, and equal division of responsibility between management and labor.

Scientifically Select, Train, and Develop Workers:

• Four Principles of Scientific Management

• Instead of relying on passive self-training or informal observation, management must select workers based on their specific physical and mental capabilities, assign them to appropriate roles, and provide systematic instruction in scientific methods

Cooperate with Workers (Standardization of Work):

• Four Principles of Scientific Management

• Management and labor must actively collaborate to ensure that scientific procedures are strictly followed. Management enforces standardization by providing uniform tools, equipment, and working conditions to eliminate unnecessary variations

Equal Division of Work & Responsibility

• Four Principles of Scientific Management

• Labor and responsibility are divided nearly equally between management and workers, establishing a clear functional boundary

Management

Handles planning, task design, and the application of scientific principles

Workers

Focus strictly on executing physical tasks according to established standards

Time and Motion Studies:

• Key Tools and Administrative Impact of the Scientific Management Theory

• Observing and timing exact physical movements to eliminate wasted effort
  
  

Task Specialization:

• Key Tools and Administrative Impact of the Scientific Management Theory

• Breaking jobs down into narrow duties to increase speed and proficienc

PErformance-Based Incentives

• Key Tools and Administrative Impact of the Scientific Management Theory

• Utilizing wage systems that financially reward workers who meet or exceed standard output targets

"The 'One Best Way'"

represents Frederick Taylor's core principle that empirical research can identify the single most efficient method to perform physical labor and maximize output

1. Efficiency

2. Standardization

3. Performance Measurement

4. Work Specialization & Division of Labor

5. Systematic Management

Scientific Management contrubution to PA

Henri Fayol

Father of Administrative Management

Henri Fayol

a French mining engineer and executive, formulated a general theory of business administration (often called Fayolism) that shifted management science from shop-floor tasks to executive-level administration

Fayolism

• general theory of business administration

• focused on top-level executive management and overall organizational structure

Structural Alignment:

• Core Strategy of Fayol's Administrative Management

• It establishes fundamental organizational rules such as the Scalar Chain and Unity of Command

Scalar Chain

the formal line of authority extending from top executives down to the lowest ranks

Unity of Command

requiring that a subordinate receive instruction from only one direct superior

Authority and Responsibility

• Core Strategy of Fayol's Administrative Management

• It enforces the principle that authority (the right to give orders) must always be balanced with personal accountability for assigned duties
  
  

Decision-Making Balance

• Core Strategy of Fayol's Administrative Management

• t regulates Centralization and Decentralization, ensuring top management maintains ultimate control while sharing adequate operational authority across organizational ranks

1. Efficiency

2. Effectiveness

3. Economy

The Administrative Goal: The "3 Es"

1. Division of Work

2. Authority and Responsibility

3. Discipline

4. Unity of command

5. Unity of Direction

6. Subordination of Individual Interest

7. Remuneration

8. Centralization & Decentralization

9. Scalar Chain

10. Order

11. Stability and Tenure

12. Equity

13. Initiative

14. Espirit de Corps

14 principles of Management (DAD ASUU SR CSOESIE)

Max Weber

argued that bureaucracy is the most rational and efficient organizational model through which both government operations and private businesses can function

Weber’s management theory

emerged directly from the societal transformations of the Industrial Revolution in the late 19th and early 20th centuries

1. Traditional Authority

2. Particularism

Before Weber introduced his model, organizations suffered from two primary structural flaws

Rational-Legal Authority

a system where legitimate authority resides strictly in the formal office or position rather than in the individual person holding it

1. Hierarchy

2. Division of Labor

3. Formal Written Rules and Procedures

4. Impersonality

5. Neutrality (Value-Neutrality)

The 5 Core Principles of Weberian Bureaucracy

Hierarchy (Hierarchy of Authority):

The 5 Core Principles of Weberian Bureaucracy

• Officers and management layers are organized systematically, with higher-level officers supervising lower-level positions. This establishes a clear top-to-bottom chain of command and provides a decision-making structure for performance accountability.
  
  

Division of Labor

The 5 Core Principles of Weberian Bureaucracy

• Complex organizational work is divided into specialized functional duties assigned to specific personnel. Specialization builds high skill levels, increases overall productivity, and provides clear role definitions.

Formal Written Rules and Procedures

The 5 Core Principles of Weberian Bureaucracy

Administrative activities and operational decisions are strictly governed by documented regulations, rules, and standard operating procedures. These policies ensure uniform, consistent service delivery and predictable outcomes

Impersonality

The 5 Core Principles of Weberian Bureaucracy

Rules and administrative controls are applied uniformly across all individuals without personal bias, favoritism, or preferential treatment. Officials must base decisions strictly on objective standards

Neutrality (Value-Neutrality)

The 5 Core Principles of Weberian Bureaucracy

Administrators must separate personal beliefs, convictions, and opinions from their official duties. They are required to gather and report objective data accurately, ensuring fair, non-discriminatory, and impartial administration

modern public sector governance.

Weber’s core concepts established the structural foundation for______. By replacing informal practices with formal organizational structures, written documentation, merit-based civil service recruitment, and impartial oversight bodies, the Weberian model ensures operational consistency, administrative integrity, and objective public service.

Guiding Policy Implementation

The 4 Core Principles of Weberian Bureaucracy

• Documented regulations and formal written procedures give public servants clear direction, guide policy execution, regulate employee conduct, and protect administrative integrity.

Eliminating Bias via Impersonality & Neutrality:

The 4 Core Principles of Weberian Bureaucracy

• Public officials must separate personal beliefs from official duties and apply rules uniformly to ensure equal, non-discriminatory treatment for all citizens

Merit-Based Service

The 4 Core Principles of Weberian Bureaucracy

• Positions are filled through merit-based recruitment and qualifications rather than personal connections, family ties, or political favoritism

Hierarchical Accountability

The 4 Core Principles of Weberian Bureaucracy

Systematic layers of supervision establish a clear chain of command, enabling administrators to hold subordinates accountable for official performance

1. Civil Service Commission (CSC)

2. Commission on Audit (COA)

3. Department of Budget and Management (DBM)

Institutional Oversight Bodies:

Charles Babbage

father of the Computer

Work Specialization & Operations Research

• Charles Babbage's Core Management Contributions

• focused on increasing production efficiency by analyzing work specialization—the degree to which work is broken down into specific parts

• application of mathematical principles to management problems and workflow breakdown is recognized as the early forerunner of modern operations research

Management-Labor Cooperation:

• Charles Babbage's Core Management Contributions

• He advocated for active cooperation between management and workers to improve industrial output
  
  

Incentive Systems & Profit Sharing:

• Charles Babbage's Core Management Contributions

• To encourage worker productivity and innovation, Babbage developed a modern profit-sharing plan

modern profit-sharing plan

This system provided employees with financial bonuses for submitting useful operational suggestions, as well as a direct share in the company's profits.

Babbage and Robert Owen

In the broader history of administrative thought, _____ are paired as early 19th-century management precursors whose work laid the groundwork for later classical theories

Robert Owen (Personnel Management)

: An early industrialist who focused on human relations, workplace welfare, capping working hours, and child labor reforms at his New Lanark Mill, laying the foundation for modern personnel administration

Charles Babbage (Early Management Science)

: Focused on industrial engineering, mathematical efficiency, work specialization, and financial profit-sharing incentives.

lacked the formal, overarching framework of a unified management theory

Shared Theoretical Limitation of Owen and Babbage

Robert Owen

was an early industrialist and reformer widely recognized as a father of personnel management

• employee welfare

• human relations

• workplace environment reform

Operating during the peak of the Industrial Revolution, Owen shifted management attention toward _____

New Lanark Mill in Scotland

After entering the workforce at age 10, Owen self-educated by reading extensively in his employer's library. In 1799, he persuaded his business partners to purchase the ____

largest cotton mill on Earth

Built in 1783 and powered by a waterfall on the River Clyde, New Lanark was the ___at the time

Poster Mill

it served as a major tourist attraction during the Industrial Revolution

10 years old

• Owen’s Humanitarian Reforms & Human Relations

• Age Limits : Raised the minimum working age for children to ____
  
  

• 10 hours

• Owen’s Humanitarian Reforms & Human Relations

• Reduced working days to _____

• new child laborers,

• Owen’s Humanitarian Reforms & Human Relations

• Refused to hire ______, eventually phasing _____ out of his operations entirely.

Herbert Simon

redirected administrative theory away from formal organizational structures and toward decision science. earning the Nobel Prize in Economic Sciences in 1978 for his pioneering research into decision-making processes within economic organizations

Organizational Decision-Making Theory,

decision-making serves as the primary focus of administrative analysis, explaining how human beings act as rational actors making choices under conditions of risk and uncertainty

1. Decision

2. Implementation

Simon's structured two-step process

1. Bounded Rationality & Reality

2. Human Bias

3. Compromise

4. Collective Effort

5. Multi-issue Scope

5 Key Features of Decision-Making

Bounded Rationality & Reality

• 5 Key Features of Decision-Making

• While decision-makers strive for rationality, conflict frequently arises between pure, ideal rationality and real-world operational constraints
  
  

Human Bias

• 5 Key Features of Decision-Making

• Decision-making is not purely objective; irrationality, partiality, and personal bias frequently enter the process

Compromise

• 5 Key Features of Decision-Making

• Choosing an administrative path inherently involves compromise among competing alternatives
  
  

Collective Effort

• 5 Key Features of Decision-Making

• A formal organizational decision is never the product of a single individual working in isolation

Multi-Issue Scope

5 Key Features of Decision-Making

• Decisions relate to a broad range of organizational issues simultaneously rather than addressing isolated tasks

1. Who made the decision?

2. What was the decision?

3. When was the decision made?

4. How was the decision made?

5. Where was the decision made?

6. What were the characteristics of the decision situation?

7. To what class or subclass does the decision belong?

8. Why was the decision made?

To evaluate these theory features in practical administrative settings, analysts examine eight key diagnostic questions

1. bounded rationality,

2. human bias

3. collective compromise,

By highlighting features like ___.____.___ Simon replaced the classical assumption of total rationality with a realistic understanding of human cognitive limits and organizational constraints