11
Management and Management and OrganizationOrganization
Management philosophies and Management philosophies and organization forms change over time organization forms change over time to meet new needsto meet new needs
Some ideas and practices from the Some ideas and practices from the past are still relevant and applicable past are still relevant and applicable to management todayto management today
22
SCIENTIFIC MANAGEMENTSCIENTIFIC MANAGEMENT
F. W. Taylor—Father of scientific F. W. Taylor—Father of scientific managementmanagement
Did most of his work at Midvale & Did most of his work at Midvale & Bethlehem Steel Companies in Bethlehem Steel Companies in PennsylvaniaPennsylvania
Studied on workers employed to load pig Studied on workers employed to load pig iron freight carsiron freight cars
33
Key Concepts of Scientific Management
Scientific task planning
Time and motion studies
Standardisation
Differential piece rate system
Functional foremanship
General Administrative General Administrative Theory/The management Theory/The management
process schoolprocess school
Henri FayolHenri Fayol
2-2-55
66
Started in 1895Started in 1895 Four experimental & three control groupsFour experimental & three control groups Five different testsFive different tests Test pointed to factors other than Test pointed to factors other than
illumination for productivityillumination for productivity 1st Relay Assembly Test Room experiment, 1st Relay Assembly Test Room experiment,
was controversial, test lasted 6 yearswas controversial, test lasted 6 years Interpretation, money not cause of Interpretation, money not cause of
increased outputincreased output Factor that increased output, Factor that increased output, Human Human
RelationsRelations
Hawthorne Hawthorne StudiesStudies
Human relations SchoolHuman relations SchoolAlso called neo-classical
By Elton Mayo revealed the importance of social norms revealed the importance of social norms
as determinants of individual work as determinants of individual work behaviorbehavior
changed the dominant view that changed the dominant view that employees were no different from any employees were no different from any other machinesother machines
88
known as the ‘Hawthorne Studies’ because were conducted at Western Electric’s Hawthorne plant near Chicago.
Following experiments were conductedFollowing experiments were conducted
Illumination experimentIllumination experiment
Relay assembly test room experimentRelay assembly test room experiment
99
Bank wiring experimentsBank wiring experiments
Also conductedAlso conducted
Mass interviewMass interview
Personnel counselingPersonnel counseling
Psychological testingPsychological testing
1010
The most important findings of the Hawthorne studies : Organisation is a social system.
The human factor is the most important element in organisations.
Behavior and sentiments are closely related and the group influences affect individual behavior in a significant way.
1111
Group standards are highly effective in establishing individual worker output.
Money is not so important in determining output when compared to group standards, group sentiments and security.
Happy employees are productive workers.
1212
Peter F. Drucker
His chief contributions include:Nature of Management
Management is a dynamic, life-giving element in an organisation.
Management is a distinct, discipline and a social function.
Managers should be creative and innovative in order to produce results. He opined that management is a great profession full of challenges.
1313
Manager’s job-to set meaningful objectives in eight key areas of businessMarket standingInnovationProductivityPhysical & financial resourcesProfitabilityManager performance & developmentWorker performance & social responsibility
1414
MBO Decentralization Structure Decision-making Executive development
1515
Recent TrendsRecent Trends
Systems TheorySystems Theory
Contingency ViewContingency View
Total Quality Management Total Quality Management
(TQM)(TQM)
Learning organizationLearning organization
1616
Systems View of OrganizationsSystems View of Organizations
1717
Elements of a Learning Elements of a Learning OrganizationOrganization
Learning Organizatio
n Open Informatio
n
Empowered
Employees
Team-Based Structure
Exhibit 2.7
Learning Organizations and Knowledge Learning Organizations and Knowledge ManagementManagement learning organizationlearning organization - one that has - one that has
developed the capacity to continuously learn, developed the capacity to continuously learn, adapt, and changeadapt, and change
create learning capabilities throughout the create learning capabilities throughout the organizationorganization
understanding that knowledge is an important understanding that knowledge is an important resourceresource
1919
ReferencesReferences
Management-Robbins & CoulterManagement-Robbins & Coulter
Management-Stoner & FreemenManagement-Stoner & Freemen
Management-V. S. P. RaoManagement-V. S. P. Rao
Management-DaftManagement-Daft
Top Related