Scribd Logo
Upload

Welcome to Scribd!

  • 64 views

    Organizational Management Lecture Notes

    Uploaded by

    Jo Louis Camiguing
    This document outlines several classical and modern theories of organizational management. Classical theories include scientific management, bureaucratic approaches, and administrative theory. Neoclassical theories emphasize individual behavior and human relations. Modern theories view the organization as an adaptive system using systems and contingency approaches. Key contributors discussed include Taylor, Fayol, Weber, Mayo, Follett, and theorists of systems and contingency approaches.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Organizational Management Lecture Notes

    Uploaded by

    Jo Louis Camiguing
    64 views29 pages
    This document outlines several classical and modern theories of organizational management. Classical theories include scientific management, bureaucratic approaches, and administrative theory. Neoclassical theories emphasize individual behavior and human relations. Modern theories view the organization as an adaptive system using systems and contingency approaches. Key contributors discussed include Taylor, Fayol, Weber, Mayo, Follett, and theorists of systems and contingency approaches.

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document outlines several classical and modern theories of organizational management. Classical theories include scientific management, bureaucratic approaches, and administrative theory. Neoclassical theories emphasize individual behavior and human relations. Modern theories view the organization as an adaptive system using systems and contingency approaches. Key contributors discussed include Taylor, Fayol, Weber, Mayo, Follett, and theorists of systems and contingency approaches.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    64 views29 pages

    Organizational Management Lecture Notes

    Uploaded by

    Jo Louis Camiguing
    This document outlines several classical and modern theories of organizational management. Classical theories include scientific management, bureaucratic approaches, and administrative theory. Neoclassical theories emphasize individual behavior and human relations. Modern theories view the organization as an adaptive system using systems and contingency approaches. Key contributors discussed include Taylor, Fayol, Weber, Mayo, Follett, and theorists of systems and contingency approaches.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 29

    Organizational Management

    Theories
    and
    Key Concepts
    Notes
    Classical Organization Theories

     scientific management approach


     Weber's bureaucratic approach,
     and administrative theory (Fayol)

    * Explain organization and structure


    Neo classical

     emphasizes individual or group behavior and human relations in


    determining productivity
     main features - individual, work group and participatory
    management
    Modern

     Organization is an adaptive system


     systems approach, the socio-technical approach, and the
    contingency or situational approach.
    Contributors to the Classical
    Organizational Theory
    Scientific Management:
    Frederick Taylor
    Administrative Management:
    Henri Fayol
    Luther Halsey Gulick
    Max Weber
    Scientific Management

    • focused on the management


    of work and workers

    Frederick
    Taylor
    - The Principles of Scientific
    Management (1911) - most
    influential book of the Second
    Industrial
    Revolution
    - Father of Scientific Management
    - Taylor’s scientific management
    principles
    symbolize America’s place
    as the leading industrial nation
    Taylor’s Management System

    The scientific management


    approach - planning of work to
    achieve efficiency,
    standardization, specialization
    and simplification.
    - increased productivity is
    through mutual trust between
    management and workers.
    Henri Fayol
     first to identify management as a continuous process of
    evaluation.
     Recognizes the management principles rather than
    personal traits
    14 principles that should guide the
    management of organizations:

    1. Division of Work —improves


    efficiency through reduction of
    waste, increased output, and
    simplification of job training.
    Specialization produces more and
    better work with the same effort.
    2. Authority and Responsibility
    -authority: the right to give orders and the
    power to extract obedience – responsibility:
    the obligation to carry out assigned duties.
    Authority stems from:
    - that ascribed from the delegation process
    (the job holder is assigned to act as the
    agent of the high authority to whom they
    report - hierarchy)
    3. Discipline—respect for the rules that govern
    the organization

    Discipline is essential for the smooth running of a


    business and without it - standards, consistency of
    action, adherence to rules and values - no
    enterprise could prosper.
    4. Unity of Command — an employee
    should receive orders from one superior
    only.
    5. Unity of Direction—grouping of similar
    activities that are directed to a single goal
    under one manager.
    6. Subordination of Individual Interests to
    the General Interest—interests of
    individuals and groups should not take
    precedence over the interests of the
    organization as a whole.
    7. Remuneration of Personnel
    - payment should be fair and satisfactory for
    employees and the organization

    8. Centralization—managers retain final


    responsibility – subordinates maintain
    enough responsibility to accomplish their
    tasks.
    9. Scalar Chain (Line of Authority)— the
    chain of command from the ultimate
    authority to the lowest.
    10. Order—people and supplies should be
    in the right place at the right time.
    11. Equity—managers should treat
    employees fairly and equally
    12. Stability of Tenure of Personnel - managerial
    practices that encourage long - term commitment from
    employees create a stable workforce and therefore a
    successful organization.
    13.Initiative — employees should be encouraged to
    develop and carry out improvement plans.
    14.Esprit de Corps—managers should foster and maintain
    teamwork, team spirit, and a
    sense of unity among employees
    Luther Gulick and Lyndall
    Urwick
    - POSDCoRB
    - planning, organizing, staffing,
    directing, coordinating,
    reporting and budgeting
    Max Weber
    (1864-1920)
    Weber uses and defines the terms
    authority and power as:

    Power: any relationship within which


    one person could impose his will,
    regardless of any resistance from
    the other.
    Chester Barnard - argued that for
    the executive to become more
    effective - should maintain an
    equilibrium between the needs of
    the employees and the
    organization
    • Maslow - focused on the
    hierarchical needs of the individual
    • Herzberg’s “motivation-hygiene
    theory”
    • Mc Gregor’s Theory X and “Y”
    • Chris Argyris - focused his attention
    on the personal development of
    the individual in the context of
    organization
    • Likert’s System 1 to 4
    Why Government can’t
    be “Run Like a
    Business”
    Elton Mayo
    Founder of Human Relations School of Management
    Hawthorne experiments
     Hawthorne plant of Western Electric Chicago with 29,000
    employees and manufactured telephones and telephone
    equipment, principally for AT & T
     study of the relationship between work-place lighting and
    individual efficiency
     isolating two groups of workers to experiment with the impact of
    various incentives on their productivity
     Other incentives - including payment incentives and rest pauses -
    were manipulated at regular intervals
    Major thoughts
     job satisfaction increased as workers were given more freedom to determine the
    conditions of their working environment and to set their own standards of output;
     intensified interaction and cooperation created a high level of group cohesion;
     job satisfaction and output depended more on cooperation and a feeling of worth
    than on physical working conditions
     Manager- strive for an equilibrium between the technical organization and the
    human side;
     should develop skills in handling human relations and situations ie diagnostic skills in
    understanding human behaviour and interpersonal skills in counselling, motivating,
    leading and communicating
     conclusions established:
     the beginnings of the importance of management style as a major contributor to
    industrial productivity
     interpersonal skills as important as monetary incentives ;
     and of a more humanistic approach to attains organization's economic needs
    Mary Parker Follet
     a "pull" rather than "push" approach to employee motivation, differentiated
    between "power over" and "power with,"
     postulated insightful ideas on negotiation, conflict resolution and power sharing
    which helped shape modern management theory
     Follett Theory of Management principles:
     Conflict resolution through Integration (i.e., identifying and meeting each party's
    underlying and often compatible need, as opposed to attempting to meet the
    frequently-incompatible expressed desire of each) - often results in a win-win
    situation
     leadership theory - genuine power is not "coercive" ("power over") but "coactive"
    ("power with")
     True leaders create group power, rather than expressing personal power
    System Theory and Contingency
    Theory
     Contingency theory is an addition to system theory which fills its
    gaps
     Both theories consider an organization as a system that consists of
    several sub-systems
     emphasize maintaining and adapting activities for the growth and
    survival of the system.
     deal with patterns of relationships and the interdependence among
    the elements of the system
    System vs Contingency

     System theory - deals with the internal dynamics of the


    organization,
     Contingency theory - deals with external determinants of the
    organization’s structure and behavior
     Systems theory - discusses the universal principles for application in
    all situations
     Contingency organizational theory works on the remedy; ‘it all
    depends’ on the situation
     Contingency theory offers a more clear understanding of the
    relationship between different variables of the environment
     Performance-oriented; directed towards the application of the
    system theory’s concepts

    You might also like