7/31/2019 _OB-Session_2-12-14

1/17

Organizational

BehaviorEvolution Of Management Theory

Dolly

7/31/2019 _OB-Session_2-12-14

2/17

Evolution Of Management

Theory

July 31, 2012 2Dolly

7/31/2019 _OB-Session_2-12-14

3/17

Classical Contributions

Classical approach

Scientific management theorists

Fredrick W. Taylor, Frank and Lillian

Gilbreth, and Henry Gantt

General administrative theorists

Henri Fayol and Max Weber

July 31, 2012 3Dolly

7/31/2019 _OB-Session_2-12-14

4/17

Scientific Management

Frederick.W.Taylor

Midvale SteelCompany

Simonds RollingMachine Company

Bethlehem Steel

(1856-1915)July 31, 2012 4Dolly

7/31/2019 _OB-Session_2-12-14

5/17

Scientific Management

Frederick W. Taylor

The Principles of Scientific Management (1911)

Advocated one best way for a job to be

done

Select the right people and train them

Incentive wage plans - Motivation

Separated managerial work from operative

work.July 31, 2012 5Dolly

7/31/2019 _OB-Session_2-12-14

6/17

Taylors Four Principles of Management

1. A science for each element of an individuals work.

2. Scientifically select ,train, teach, and develop.

3. Heartily cooperate with the workers.

4. Divide work and responsibility

July 31, 2012 6Dolly

7/31/2019 _OB-Session_2-12-14

7/17

General Administrative Theory

General administrative theorists

what managers do and what constitutes

good management practice Henri Fayol (France)

Fourteen Principles of Management

Max Weber (Germany)

Bureaucracy

July 31, 2012 7Dolly

7/31/2019 _OB-Session_2-12-14

8/17

Henry Fayol

Started career as a junior

engineer in a coal mining

company in France in 1860

General and Industrial Management1949

Significant contribution in 5 fields

Classification of business activities

Functions of management

Management principles

Universality

Managerial qualities and trainingJuly 31, 2012 8Dolly

7/31/2019 _OB-Session_2-12-14

9/17

Fayols Fourteen Principles of

Management

Division of workDivision of work

AuthorityAuthority

DisciplineDiscipline

Unity ofUnity of

commandcommand

Unity ofUnity of

directiondirection

Subordination ofSubordination of

the individualthe individual

CentralizationCentralization

Scalar chainScalar chain

OrderOrder

EquityEquity

Stability ofStability oftenure oftenure of

personnelpersonnel

InitiativeInitiativeJuly 31, 2012 9Dolly

7/31/2019 _OB-Session_2-12-14

10/17

Administrative Management

TheoryMax Weber

Developed the concept ofbureaucracy

A formal system of organization andadministration designed to ensure

efficiency and effectiveness.

A universal model of organization

design based on a legitimate and

Formal system of authorityJuly 31, 2012 10Dolly

7/31/2019 _OB-Session_2-12-14

11/17

Webers Ideal Bureaucracy

Division of LaborDivision of Labor Formal Rules and RegulationsFormal Rules and Regulations

Authority HierarchyAuthority Hierarchy

ImpersonalityImpersonality

Employment andEmployment and

advancementadvancement

July 31, 2012 11Dolly

7/31/2019 _OB-Session_2-12-14

12/17

Advantages and disadvantages of

a bureaucratic model

Elements improveefficiency

Help prevent

favoritism clarity in

procedures andpractices

Inflexibility andrigidity

Neglect of human

and socialprocesses

July 31, 2012 12Dolly

7/31/2019 _OB-Session_2-12-14

13/17

Behavioural management

perspective Emphasizes individual attitudes and

behaviour, and group processes

Hugo Munsterberg, a German

psychologist, is recognized as father ofindustrial psychology

Mary Parker Follet

Elton Mayo

Abraham Maslow Douglas McGregor

July 31, 2012 13Dolly

7/31/2019 _OB-Session_2-12-14

14/17

The Hawthorne Studies

Series of studies conducted at Western Electrics

Hawthorne Plant (1927-1932)

Elton Mayo and Associates

Background: Mayo wanted to find out what effect fatigueand monotony had on job productivity and how to control

them through variables such as

Rest breaks

Work hours

Temperatures

Humidity

July 31, 2012 14Dolly

7/31/2019 _OB-Session_2-12-14

15/17

Illumination experiment

Manipulating illumination for one group ofworkers and comparing their p[roductivity

with another group whose illumination was

not changed

July 31, 2012 15Dolly

7/31/2019 _OB-Session_2-12-14

16/17

Piecework incentive pay plan

Group of 9 men assembling terminal

banks for telephone exchanges

Rate busters

chiselers

July 31, 2012 16Dolly

7/31/2019 _OB-Session_2-12-14

17/17

conclusion

Illuminating experiment Both groups received special attention

Sympathetic supervision

Piece work pay Incentives less important than social acceptance

July 31, 2012 17Dolly