Download - Doctoral Report Manaxcxgement Philosophy
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
1/15
PhilosophyBehind Human
OrganizationsReporter: ROY C. TUBALLA
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
2/15
Topics:
Schools of Historical Thought andTheir Components by Decade
Organizing and Contingency Approach
Factors that influence the contingency
theory
Delegation of Authority
Features of Organization
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
3/15
Schools of Historical Thought andTheir Components by Decade
1. Organization theory prior to 1900:Emphasized the division of labor and the
importance of machinery to facilitate labor
2. Scientific management (1910s-)
Described management as a science with
employers having specific but different
responsibilities; encouraged the scientificselection, training, and development of
workers and the equal division of work
between workers and management
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
4/15
c oo s o s or ca ougand Their Components byDecade3. Classical school (1910s-)Listed the duties of a manager as planning,
organizing, commanding employees,
coordinating activities, and controlling
performance; basic principles called forspecialization of work, unity of command,
scalar chain of command, and coordination of
activities
4. Human relations (1920s-)
Focused on the importance of the attitudes
and feelings of workers; informal roles andnorms influenced erformance
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
5/15
c oo s o s or ca ougand Their Components byDecade5. Classical school revisited (1930s):Re-emphasized the classical principles
6. Group dynamics (1940s)
Encouraged individual participation indecision-making; noted the impact of work
group on performance
7. Bureaucracy--(1940s) Emphasized order,system, rationality, uniformity, and
consistency in management; lead to equitable
treatment for all employees by management
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
6/15
c oo s o s or ca ougand Their Components byDecade8. Leadership(1950s)Stressed the importance of groups having
both social task leaders; differentiated
between Theory X and Y management
9. Decision theory(1960s)
Suggested that individuals "satisfies" when
they make decisions
10. Sociotechnical school (1960s)
Called for considering technology and work
groups when understanding a work system
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
7/15
c oo s o s or ca ougand Their Components byDecade11. Environment and technologicalsystem (1960s) Described the existenceof mechanistic and organic structures and
stated their effectiveness with specific types
of environmental conditions and technologicaltypes
12. Systems theory- (1970s):Represented organizations as open systemswith inputs, transformations, outputs, and
feedback; systems strive for equilibrium
and experience equifinality
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
8/15
c oo s o s or ca ougand Their Components byDecade13. Contingency theory (1980s):Emphasized the fit between organization
processes and characteristics of the situation;
called for fitting the organization's structure to
various contingencies
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
9/15
Organizing and ContingencyApproach Based on the idea that there is no one
best way to manage and that to be
effective, planning, organizing,
leading, and controlling must betailored to the particular circumstances
faced by an organization
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
10/15
Organizing and ContingencyApproachAssumes that there is no universal
answer to such questions because
organizations, people, and situations
vary and change over time. Thus, theright thing to do depends on a
complex variety of critical
environmental and internalcontingencies.
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
11/15
Factors that influence thecontingency theory1. The size of the organization
2. How the firm adapts itself to its
environment
3. Differences among resources andoperations activities
4. Assumption of managers about
employees
5. Strategies
6. Technologies being used
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
12/15
Delegation of Authority
Prerequisite for a successfulimplementation of results- based
management.
The primary objective of delegation ofauthority is to foster a more efficient
use of resources and facilitate the
emergence of more agile andresponsive organizations, thus
enhancing overall performance.
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
13/15
Delegation of Authority
Genuine delegation of authority, whichmeans the devolution of decision-
making powers, and decentralization,
which can be understood as merelythe distribution of administrative
responsibilities among the units of a
secretariat in various geographicallocations.
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
14/15
A good leader is not
one who can do a jobof ten men, but a
person who can maketen men do the job.
-
7/29/2019 Doctoral Report Manaxcxgement Philosophy
15/15
FEATURES OF ORGANIZATIONS:
O - Obedience (Authority)
R - Relationship (HR)
G - Gears (Equipment and Facilities)
A - Aptitude (Knowledge and Skills)
N - Need (Training Needs)
I - Industry (Diligence)
Z - Zeal (Motivation)
A - Attitude (Behavior)
T - Teamwork (Unity)
I - Innovation
O - Order (Rules and Guidelines)
N - Necessity (Priorities)