Week 5 Approaches to Organisation and Management (1)

8/11/2019 Week 5 Approaches to Organisation and Management (1)

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Introduction to People,

Organisations andManagement

Approaches toOrganisation andManagement (1)

Hermione McIntosh


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Learning outcomes

By the end of this session, you should be able to:

identify the early developments in management

and organisational behaviour

evaluate the relevance of these approaches tothe present-day management of organisations


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Classical approach to management

Novatel Hotel - Darwin (NSW) Manhattan skyline

Classical writers thought of organisations interms ofpurposeand formal structure.


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Classical management theory

one, best organisationstructure which would suit allorganisations

based on key principles and

logic of efficiency functional division of work hierarchical relationships bureaucratic forms of

control

narrow supervisory span closely prescribed roles

(Huczynski and Buchanan, 2010)


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Henri Fayol (1841-1925) and classicalmanagement theory

Six managerial activities (Fayol, 1949)

Controlling

Co-ordinating

Commanding(directing andmotivating Organising

Forecasting

Planning

Authoritarian

leadershipstyle

His is a normative and prescriptive model: it indicates how managersshouldconduct their activity in order to achieve efficiency (Brooks, 2010,p.159).


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Fayols 14 principles of management(Fayol, 1949 cited by Brooks, 2009, p. 160)

Primarily structuralprinciples

division of work

authority and responsibility

unity of command

unity of direction

centralisation

scalar chain

order

Other principles

discipline

subordination of individualinterest to general interest

remuneration of personnel

equity

stability of tenure ofpersonnel

initiative esprit de corps


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Common principles of theclassical approach to management

Principle of coordinationthe need for peopleto act together with unity of action, and need fordiscipline

The scalar principlethe hierarchy oforganisation, the grading of duties and process ofdelegation

Functional principlespecialisation anddistinction between different kinds of duties.

Mooney & Reiley, 1947


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Classical ApproachSCIENTIFIC MANAGEMENT

The use of the scientific method to define the ONE BEST WAYfor

a job to be done.

F.W. Taylor (1856-1915) Principles of Scientific Management1911

Systematic soldering the conscious and deliberate restriction of

output by operators (Buchanan and Huczynski, 2010, p. 423)

Taylors objectives were to achieve efficiency, predictability of jobperformance and control

There is a best machine for each job, so there is a best workingmethod by which people should undertake their jobs

All job processes should be analysed into discrete tasks and via thismanagement find the one best way to perform each task

Taylorism


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Taylors Five Principles of ScientificManagement(Buchanan and Huczynski, 2010

A clear division of tasks andresponsibilities betweenmanagement and workers

Use of scientific methods todetermine the best way ofdoing a job

Scientific selection of theperson to do the newlydesigned job

The training of the selectedworker to perform the job inthe way specified

Surveillance of workersthrough the use of hierarchiesof authority and closesupervision

Bethlehem Steel Works
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Development of Taylorism Time andmotion studies

Gilbreth refinedTaylors techniquesfor measuring work

focused on motion

used researchtechniques to analyseand improve workersbody movements

developed Therbligs

ascertained a

standard time foreach job element

time and motionstudies - still usedtoday


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Fordism developed out ofTaylorism

Jobs analysed usingtime-and-motiontechniques

Single purposemachine toolsinstalled tomanufacturestandardised parts

Introduction of themechanised assemblyline

Fords first moving assembly line

The birth of mass production
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Characteristics of mass production(Buchanan and Huczynski, 2010, p. 434)

Mechanical pacingof work

No choice of toolsor methods

Repetitiveness Minute subdivision

of product Minimum skill

requirements Surface mental

attention
http://images.google.com/imgres?imgurl=http://www.pulsamerica.co.uk/wp-content/uploads/2011/01/consumerism-mass-production-coca-cola.jpg&imgrefurl=http://www.pulsamerica.co.uk/2011/01/venezuela-this-week-10/&usg=__RehVTD6LjCmFzh3YH2t7p7FS1m8=&h=574&w=711&sz=136&hl=en&start=58&zoom=1&itbs=1&tbnid=DnnVByfLJnDbxM:&tbnh=113&tbnw=140&prev=/images%3Fq%3Dmass%2Bproduction%2Bfactory%26start%3D40%26hl%3Den%26sa%3DN%26gbv%3D2%26ndsp%3D20%26tbs%3Disch:1,isz:m&ei=GehbTdmfKcqXOoTilZ4L


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Classical ApproachBureaucracy the main features

specialisation

hierarchy of

authority

system of rules

impersonality


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Max Weber (1864-1920) andbureaucracy

three ideal types of organisation charismatic traditional legal-rational (known as the bureaucratic type of

organisation)

a bureaucratic organisation has: written specifications for every position succession to and occupation of jobs by qualified,

trained personnel

continuity and impersonality The bureau which is a written record of every move

(central files)(Weber, 1947)


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Human relations approach

based on the considerationof the social factors at workand the behaviour ofemployees within anorganisation

importance is paid to theinformal organisation andthe satisfaction ofindividuals needs throughgroups at work

Hawthorne experiments(1924-33), started by EltonMayo, acted as a turningpoint in the development ofthe Human Relationsmovement


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Hawthorne experiments

The Hawthorne effectthe effect of changesin the light on workersproductivity

The Relay AssemblyTest Room study

The Bank WiringObservation RoomStudy
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Conclusions from the Hawthornestudies

People are motivated by things other thanmoney.

People need recognition and a sense of

belonging at their workplace. A persons attitude is strongly affected by

the group to which they belong in theorganisation.

The informal group has a powerful effecton motivating individual members, andthis is not always in the interests of theorganisation.


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Human relations approach the criticisms

weak methodology of Hawthorne experiments,including failure to take sufficient account ofenvironmental factors

sex power differential

adoption of a management approach, a unitaryframe of reference and over simplification of

theories

insufficiently scientific and takes too narrow aview, ignoring the role of the organisation within

society (Mullins, 2010)


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Neo-Human Relations

a more psychological orientation was adopted inthe 1950s and 1960s

a major focus of concern was the personaladjustment of the individual within the work

organisation and the effects of grouprelationships and leadership styles (Mullins,2010, p. 56)

best know contributors Maslow, McGregor andHerzberg

overview now, more detailed examination ofthese and other theories of motivation in sectionA.


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Maslows Hierarchy of Needs (1954)

Self-

Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

Self-

actualization

needs

Esteem needs

Social needs

Security needs

Physiological needs


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Hygiene Factors

Supervisors

Working Conditions

Interpersonal Relations

Pay & Security

Company Policies &

Administration

Motivation Factors

Achievement

Recognition

The Work Itself

Responsibility

Advancement & Growth

HerzbergsTwo Factor Theory(1968)

Dissatisfaction Satisfaction


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McGregors Thoery X and Theory Y

(1960)

THEORY Xmanagers

assume employees:

dislike work

are lazy

avoid responsibility

must be coerced toperform


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ReferencesBrooks, I. 2009. Organisational behaviour: individuals,groups and organisation. 3rded. Harlow: Pearson/FTPrentice Hall.Buchanan, D. and Huczynski, A. 2010. Organizationalbehaviour. 7thed. Harlow: Pearson/FT Prentice Hall.Fayol, H. 1949. Administration industrielle et gnrale.Paris: Dunot et Pinot.Mooney, J.D. and Reiley, A.C. 1947. The principles oforganization. New York: Harper Row.Mullins, L. 2010. Management and organisational behaviour.9thed. Harlow: Pearson/FT Prentice Hall.

Taylor F.W. 1911. Principles of Scientific Management. NewYork: Harper.Weber, M. 1947. The theory of social and economicorganization. Oxford: Oxford University Press.

Week 5 Approaches to Organisation and Management (1)

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