TIMELINE OF MANAGEMENT

ORIGIN OFORGANIZATIONALBEHAVIOURPREPARED BY:

Protestant Reformation and the Protestant EthicMartin Luther, John Calvin, and other early Protestantsprovided an ideological foundation for the modern industrial society by suggesting that work is now a profound moral obligation, a path to eternal salvation.

By Max WeberProtestant ethic influenced large numbers of people to engage in work in the secular world, developing their own enterprises and engaging in trade and the accumulation of wealth for investmentScientific Management and the Industrial Revolutiondevelopment of steam power and the creation of large factories

changes in the production of textiles and other products

challenges to organization and management

demand the need for new management methods.Frederic Winslow Taylor, (1856-1915)systematically analyze human behavior at workOrganized individuals into the equivalent of machine parts.Interchangeable, cheap and passive.Breaking down each task and finding out the most efficient process.goal was to remove human variability.

Taylorism ProsNew departments arose such as industrial engineering, personnel, and quality control.

Separation of planning from operations.

Rational rules replaced trial and error

Management became formalized and efficiency increased

ConsOld Managers resisted change.

Dehumanization of Work

Sabotage and group resistance due to felt oppression.

The Hawthorne Studies

-Originally intended as a study of the effects of environmental changes on productivity.at Western Electric (1922-1933)

7Despite the economic progress brought about in part by Scientific Management, critics were calling attention to the "seamy side of progress," which included severe labor/management conflict, apathy, boredom, and wasted human resources. One of the primary critics of the time, Elton Mayo, claimed that this "alienation" stemmed from the breakdown of the social structures caused by industrialization, the factory system, and its related outcomes like growing urbanization.

The Human Relations Movement

THE STUDY!EXPERIMENTAL GROUPCONTROL GROUP244670CONSTANT-The performance does not remained constant, and unexpectedly changed (increased)-Productivity increased w/ each increased in light intensityProduction of the two groups increased at about the same rate 9THE STUDY-2nd phase!EXPERIMENTAL GROUPCONTROL GROUP5570CONSTANT- Group output continued to increase-Group output continued to increase But when the intensity of the light was roughly the same as moonlight= DECREASE IN PRODUCTIVITY 10

11The Hawthorne Effect-The tendency of people to behave differently (perform better) when they receive attention.12The Hawthorne Studies Key Findings1. Economic incentives are less potent than generally believed in influencing individual output.2. Dealing with human problems is complicated and challenging.3. Leadership practices and work-group pressures strongly influence productivity, satisfaction and performance.4. Personal problems influence worker productivity.5. Effective communication is critical to success.6. Factors embedded in the social system influence behavior.13The criticism!14THE HUMAN RELATIONS MOVEMENT

-Based on belief that managerial practices, morale, and productivity are strongly linked and that the proper working environment enhances worker capabilities.

Douglas McGregor's Theory X and Theory Y

Theory X and Theory YTheory X management assumes employees are inherently lazy, dislike work and need to be closely supervised.Douglas McGregorTheory Y management assumes employees may be ambitious and self-motivated and exercise self-control.Theory X vs Theory Y

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960 Theory X and Theory Y1960 Action Learning1964 Management Grid1978 Performance Technology1990 Learning Organization2000 Business Process Management

1880 Scientific Management

1880 - Scientific Management

Frederick Taylor decides to time each and every worker at the Midvale Steel Company. His view of the future becomes highly accurate: "In the past man was first. In the future the system will be first."In scientific management the managers were elevated while the workers' roles were negated. "Science, not rule of thumb," said Taylor.The decisions of supervisors, based upon experience and intuition, were no longer important. Employees were not allowed to have ideas of responsibility. Yet the question remains -- is this promotion of managers to center-stage justified?

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1929 Taylorism

The Taylor Society publishes a revised and updated practitioner's manual: Scientific Management in American Industry.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1932 - The Hawthorne Studies

Elton Mayo becomes the first to question the behavioural assumptions of scientific management. The studies concluded that human factors were often more important than physical conditions in motivating employees to greater productivity.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1946 - Organization Development

Social scientist Kurt Lewin launches the Research Center for Group Dynamics at the Massachusetts Institute of Technology. His contributions in change theory, action research, and action learning earn him the title of the "father of organization development." Lewin is best known for his work in the field of organization behavior and the study of group dynamics. His research discovered that learning is best facilitated when there is a conflict between immediate concrete experience and detached analysis within the individual.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1949 - Sociotechnical Systems Theory

A group of researchers from London's Tavistock Institute of Human Relations, led by Eric Trist, studied a South Yorkshire coal mine in 1949. Their research leads in the development of the Sociotechnical Systems Theory which considers both the social and the technical aspects when designing jobs. It marks a 180-degree departure from Frederick Taylor's scientific management. There are four basic components to sociotechnical theory: environment subsystem social subsystem technical subsystem organizational design.

TIMELINE OF ORGANIZATIONAL MANAGEMENT241880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 - Hierarchy of Needs

Maslow's hierarchy of needs theory is published in his book Motivation and Personality. This provides a framework for gaining employees' commitment.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1954 - Leadership/Management

Drucker writes The Practice of Management and introduces the 5 basic roles of managers. He writes, "The first question in discussing organization structure must be: What is our business and what should it be? Organization structure must be designed so as to make possible the attainment of objectives of the business for five, ten, fifteen years hence."

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1959 - Hygiene and Motivational Factors

Frederick Herzberg developed a list of factors which are closely based on Maslow's Hierarchy of Needs, except it more closely related to work. Hygiene factors must be present in the job before motivators can be used to stimulate the workers.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960s - Organization Development

In the 1950s and 1960s a new, integrated approach originated known as Organization Development (OD): the systematic application of behavioral science knowledge at various levels (group, intergroup, and total organization) to bring about planned change

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960 Theory X and Theory Y1960 - Theory X and Theory Y

Douglas McGregor's Theory X and Theory Y principles influence the design and implementation of personnel policies and practices.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960 Theory X and Theory Y1960 Action LearningLate 1960s - Action Learning

An Unheralded British academic was invited to try out his theories in Belgium -- it led to an upturn in the Belgian economy. "Unless your ideas are ridiculed by experts they are worth nothing," says the British academic Reg Revens, creator of action learning: L = P + Q ([L] Learning occurs through a combination of programmed knowledge [P] andthe ability to ask insightful questions [Q])Note that his work has had little impact on this side of the ocean, although it remains one of the best ways to learn and to improve an organization.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960 Theory X and Theory Y1960 Action Learning1964 Management Grid1964 - Management Grid

Robert Blake and Jane Mouton develop a management model that conceptualizes management styles and relations. Their Grid uses two axis. "Concern for people" is plotted using the vertical axis and "Concern for task" is along the horizontal axis. The notion that just two dimensions can describe a managerial behavior has the attraction of simplicity.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960 Theory X and Theory Y1960 Action Learning1964 Management Grid1978 Performance Technology1978 - Performance Technology

Tom Gilbert publishes Human Competence: Engineering Worthy Performance. It describes the behavioral-engineering model which become the bible of performance technology. Gilbert wrote that accomplishment specification is the only logical way to define performance requirements. Accomplishments are the best starting points for developing performance standards. In addition, accomplishments are the best tools for the development of performance-based job descriptions as they allow management to describe the measurement that is important to the organization, specific to the position, and observable.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960 Theory X and Theory Y1960 Action Learning1964 Management Grid1978 Performance Technology1990 Learning Organization1990 - Learning Organization

Peter Senge popularized the "Learning Organization" in The Fifth Discipline: The Art and Practice of the Learning Organization. He describes the organization as an organism with the capacity to enhance its capabilities and shape its own future. A learning organization is any organization (e.g. school, business, government agency) that understands itself as a complex, organic system that has a vision and purpose. It uses feedback systems and alignment mechanisms to achieve its goals. It values teams and leadership throughout the ranks. He called for five disciplines: System Thinking Personal Mastery Mental Models Shared Vision Team Learning.

TIMELINE OF ORGANIZATIONAL MANAGEMENT1880 Scientific Management1929 Taylorism1932 The Hawthorne Studies1946 organizational Development1949 Sociotechnical Systems Theory1954 Hierarchy of Needs1954 Leadership/ Management1959 Hygiene and Motivational Factors1960 Organizational Development1960 Theory X and Theory Y1960 Action Learning1964 Management Grid1978 Performance Technology1990 Learning Organization2000 Business Process ManagementBusiness Process Management (BPM) 2000

This is actually a slow advance in process management: Record Management Workflow - 1970 Business Process Re-engineering (BPR) - 1990 Business Process Management (BPR) - 2000

TIMELINE OF ORGANIZATIONAL MANAGEMENT