Managerial Control
Assess, using relevant examples, the advantages of mass production as a means of organizing work. Compare and contrast the techniques of mass production and lean production. Mass production: Greater control by management vertical integration easier observation workers tend to waste time incentives Ford: All in one site Rouge plant reduced transport costs and dependence on suppliers raw materials to cars Moving assembly track
Mass pro disadv: Workers like machine extensions No sense of responsibility Qualiy control problems wasted production Harder to change things quickly in a big manufacturing plant Lean production More power into workers getting rid of some of the scientific management helps quality control Toyota, worker can stop production if he notices something wrong. Comparison: Mass: buffers, extra space, extra workers Mass: worker calls in sick, parts don't arrive in time, errors not detected on time, production continues Lean: No slack, no safety net, worker needs to work hard 'just in case' vs 'just in time'
Critically assess, using relevant examples, the influence of scientific management on modern industrial techniques. Scientific management, F.W. Taylor: Worker is slow, lazy, easy gait job broken down to basic elements tasks timed Standard completion times Substitute individuals judgement for science scientific selection and development of workers close co-operation, workers and management Money incentive Bethlehem steel + Ford: 12-13 tons per day per worker to 45-48 Many workers failed, they were replaced Results were 'massaged' because of ignoring working methods applied 60% above standard pay rate Influenced Ford's mass production All in one plant More control over breaks, timed tasks First mass produced car, Model T Moving assembly belt
Adv: More productivity less workers Less dependant on suppliers (vertical integration) Disadv: slave driving Attack from trade unions Quality control Lean production More power into workers getting rid of some of the scientific management helps quality control Toyota implemented, was beating european competitors Concl: Still widely used New thinking as development in technology, demands of workers and consumers vertical integration less attractive, use of suppliers across the world Boeing, 70% of a plane is from other countries/suppliers
Job Design
Compare and contrast, using relevant examples, the characteristics of high and low trust organizations. Low trust: The tasks of the organization are allocated as official duties among the various positions. There is a clear-cut division of labour and a high level of specialisation. A hierarchical authority structure applies to the organization of jobs. There are clear reporting structures underpinned by rules, regulations and authority. An impersonal orientation is expected from officials in their dealings with clients and other officials. Employment in the organization is based on technical qualifications and professional expertise. Scientific management and mass production Adv: Bureaucracy should provide the performance, rationality, transparency, fairness and consistency. Authority derives from the job or appointment rather than the individual and this gives authority its legitimacy. Disadv (Mullins): The over emphasis on rules and procedures, record keeping and paperwork may become more important in its own right than as a means to an end. Officials may develop a dependence on bureaucratic status, symbols and rules. Initiative may be stifled and when a situation is not covered by a complete set of rules or procedures there may be a lack of flexibility or adaptation to changing circumstances. Position and responsibilities in the organization can lead to officious bureaucratic behaviour. There may also be a tendency to conceal administrative procedures from outsiders. Impersonal relations can lead to stereotyped behaviour and a lack of responsiveness to individual incidents or problems High trust: Nurture creativity placing maximum emphasis on control and allowing minimal scope for individual autonomy. Using relevant examples, critically examine the contemporary applications of bureaucratic management. In what ways did the Hawthorne experiments demonstrate the significance of groups at work.
Business Policy and Strategy
Assess, using a relevant example from the automotive industry, the value of SWOT analysis for the development of management strategy. According to Rogers there are four main elements in the diffusion of innovation. Identify these and assess their relative importance. Everett rogers Diffusion of Innovations: Innovation The nature of the innovation. Diffusion faster if use/advantage apparent over current product/experience/service. Compatible with current values, easy to implement, simple to understand Important because not all innovation might have an advantage so people might not use it, ie no diffusion. For example, an 'anti-crocodile' spray. Completely irrelevant in the UK. No apparent advantage. iPad Advantages very obvious, easy to use, easy to implement, simple to understand. Communication channels the means by which messages are sent from one person to another. Mass media or interpersonal channels. Shared language facilitates diffusion. Important because without it people would not be aware of the innovation and diffusion wouldn't happen. Huge marketing campaign. Posters, TV, social media etc... Different countries different languages. Also interpersonal channels. Time rate of adoption in different social circumstances. From knowledge of innovation being persuaded to try it trial run decision to reject/accept implementation for trial confirm its use If the time taken to go through this process is relatively long then the innovation might never be tried because of it's costs /risks. Companies could try it straight away and examine advantages. Advantages over laptops obvious, e.g. journalism. Social System (few individuals, group or societies). The norms of behaviour which inhibit or exhibit the diffusion of innovation If something is seen as immoral, against the social norms or seen as strange society would not want to be associated with it and diffusion would not happen. Society ready to try new technology as it's seen as 'cool'. Also Apple 'worshippers' will buy anything Apple sells them.
Examine, using contemporary examples, the concepts of market segmentation and product life-cycle.
In producing and marketing goods and services organizations have to take account of social segmentation or market segmentation, identifying (according to Pettinger) such elements as: The types of buyers The social class of buyers The size of the customer base in given niche markets The value of the product relative to other items of consumption Patterns of spending among the members of the niche or sector, and the extent to which they use credit, credit cards, cash or cheque books Their propensity to spend or save Ease of access to product and after-sales outlets Ease of access to facilities and services The frequency with which a given item is likely to be used. Example, computer electronics, Apple. They've identified different market segments for their different products. Not all of their products at aimed at the same market. iPod/iTouch, more for teenagers, they have limited amount of spending power so cheaper products for them. Size of customer base is still pretty big. Macbooks. The macbook market is divided further into different segments Macbook air People who travel around and need their laptop, e.g. students, professionals who work from home and office. Also since specs are relatively low compared to Macbook Pro it's also aimed at market which does basic tasks like browsing, word processing tc... Macbook Pro Professionals who need a high-end computer to work on their projects, e.g. video editing, grphic design, software development. Their products are easy to access, you can buy them either from the Apple retail store or from their website, this caters for a bigger market segment. Pettinger has identified four stages in product life cycle: Introduction Bringing in a new product after market research and initial testing. Customer base are early adopters. iPod People saying it's too big, not enough storage, not Apple's market. Growth Product's potential becomes apparent. Sales and demand grow and unit costs decline. Quickly reached this phase. Maturity Product becomes accepted and familiar Customers are happy with the product, and advertisement is calculated to reinforce the 'message'. Saturation may occur and customers might become indifferent to the product. Stayed here for a long time Decline Sales begin to decline and product might no longer be profitable. Product needs to be withdrawn. Decline because of the introduction of the iPhone/iTouch. However since it's Apple's own product it doesn't let the competition take over the market.
a-Compare and contrast transactional and transformational leadership. b-Compare and contrast Mc Gregors Theory X and Theory Y. c-Compare and contrast, with reference to the thinkers studied in the course, the trait, style and contingency models of management.