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    UNIT ONEUNIT ONETheoretical FoundationsTheoretical Foundations

    CHAPTER TWOCHAPTER TWO

    Classical Theories of OrganizationsClassical Theories of Organizations

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    PREVIEWPREVIEWReview Chapter OneReview Chapter One

    Theoretical RelevancTheoretical Relevanc

    !ini"izing !is#n$erstan$ings!ini"izing !is#n$erstan$ings

    Classical Theories of OrganizationsClassical Theories of Organizations

    Talor%s Theor of &cientific !anage"entTalor%s Theor of &cientific !anage"ent

    'aol%s A$"inistrative Theor'aol%s A$"inistrative Theor

    We(er%s Theor of )#rea#cracWe(er%s Theor of )#rea#crac

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    Organizational CommunicationOrganizational Communication

    Foundations REVIEWFoundations REVIEW

    *+the process of creating, e-changing,the process of creating, e-changing,

    interpreting .correctl or incorrectl/, an$interpreting .correctl or incorrectl/, an$

    storing oral, nonver(al, an$ writtenstoring oral, nonver(al, an$ written "essages"essa

    ges within .an$ across the (o#n$aries of/ a sste" ofwithin .an$ across the (o#n$aries of/ a sste" of

    interrelate$ an$ inter$epen$ent people wor0inginterrelate$ an$ inter$epen$ent people wor0ing

    toto acco"plish co""on tas0s an$ goalsacco"

     plish co""on tas0s an$ goals within anwithin an

    organization12organization12

    !E&&A3E4CENTERE5 5E'INITION!E&&A3E4CENTERE5 5E'INITION

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    Ass#"ptions an$ 'eat#resAss#"ptions an$ 'eat#resCo""#nication is central to the e-istence ofCo""#nication is central to the e-istence ofthe organizationthe organization

    Organizational co""#nication is a co"ple-Organizational co""#nication is a co"ple- process .creating, e-changing, interpreting, process .creating, e-changing, interpreting,an$ storing "essages/an$ storing "essages/

    !is#n$erstan$ings occ#r !is#n$erstan$ings occ#r 

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    !is#n$erstan$ings!is#n$erstan$ings

      “ “ Instances in which people who are Instances in which people who are

    communicatingcommunicating don’t share meaningsdon’t share meani

    ngs asaswell as situations in whichwell as situations in which features of feature

     s oforganizational life serve to impinge uponor 

     ganizational life serve to impinge upon the efficient and effective functioning ofthe efficient and effective functioning oforganizational members.”organizational members.”

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    Three I"portant Constr#ctsThree I"portant Constr#cts

    Organizational IdentificationOrganizational Identification (process & product

     !n active process b" which individuals lin# themselves toelements (people$ policies$ products$ services$ customers$ valuesin the social scene.

     Involves an individual’s sense of membership in and connectionwith an organization.

     Job Satisfaction Job Satisfaction

    The degree to which emplo"ees feel fulfilled b" their %ob andrelated eperiences.

     ! pleasurable or positive emotional state from the appraisal ofone’s %ob or eperiences

     'in#ed to absenteeism and turnover 

    Communication SatisfactionCommunication Satisfaction

    The degree to which emplo"ees feel that communication is

    appropriate and satisfies their need for information and wor#relationships

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    Co""#nication &atisfaction .C&6/Co""#nication &atisfaction .C&6/

    Eight 'actors concerne$ with co""#nication infor"ation,Eight 'actors concerne$ with co""#nication infor"ation,relationships, channels, an$ cli"aterelationships, channels, an$ cli"ate

    ommunication limateommunication limate

     )elationship to *upervisors )elationship to *upervisors

    +rganizational Integration+rganizational Integration ,edia -ualit" ,edia -ualit"

     orizontal and Informal ommunication orizontal and Informal ommunication

    +rganizational /erspective+rganizational /erspective

     )elationship with *ubordinates )elationship with *ubordinates

     /ersonal Feedbac#  /ersonal Feedbac# 

    Co""#nication satisfaction is often consi$ere$ the *s#"2Co""#nication satisfaction is often consi$ere$ the *s#"2of an in$ivi$#al%s satisfaction with the a(ove $i"ensionsof an in$ivi$#al%s satisfaction with the a(ove $i"ensions1

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     /rimar" 0oal  /rimar" 0oal 

      Re$#ce "is#n$erstan$ingsRe$#ce "is#n$erstan$ings

    thro#gh co""#nication1thro#gh co""#nication1

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    Theor"Theor"  An e-planation for how or wh so"ething occ#rs1 1 1An e-planation for how or wh so"ething occ#rs1 1 1

      6#estion76#estion7  What is the "ost efficient an$ effectiveWhat is the "ost efficient an$ effective"eans of r#nning an organization8"eans of r#nning an organization8

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     Functions of Theor" Functions of Theor"5escri(e5escri(e

    E-plainE-plain

    Pre$ictPre$ict

    ControlControl

    lassical approaches to organizational management and earl" organizational theorieslassical approaches to organizational management and earl" organizational theorieswere designed towere designed to predict  predict  andand control control  behavior in organizations.behavior in organizations.

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    Classical Theories ofClassical Theories of

    OrganizationsOrganizations

    E"erge$ in earl part of the twentieth cent#r1E"erge$ in earl part of the twentieth cent#r1

    !o$els were "ilitar an$ the Catholic Ch#rch1!o$els were "ilitar an$ the Catholic Ch#rch1'eat#res'eat#res

    &trict CONTRO9 of wor0ers&trict CONTRO9 of wor0ers

    A(sol#te CHAIN& of CO!!AN5A(sol#te CHAIN& of CO!!AN5

    PRE5ICTA)I9IT: of (ehavior PRE5ICTA)I9IT: of (ehavior 

    UNI5IRECTIONA9 $ownwar$ infl#enceUNI5IRECTIONA9 $ownwar$ infl#ence

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    Classical Theories of Organizations7Classical Theories of Organizations7Relevanc an$ !etaphor Relevanc an$ !etaphor 

    How an$ Wh $oes st#$ing classical theorHow an$ Wh $oes st#$ing classical theorhelp #s to #n$erstan$ how "o$ern organizationshelp #s to #n$erstan$ how "o$ern organizationsf#nction an$ partic#larl the role thatf#nction an$ partic#larl the role thatco""#nication plas in effective organizing8co""#nication plas in effective organizing8

    What is the "etaphor which characterizes theWhat is the "etaphor which characterizes theclassical approach to organizations8classical approach to organizations8

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    The !etaphor of the !achineThe !etaphor of the !achineOrganizations are viewe$ as if the are "achines1Organizations are viewe$ as if the are "achines1

    !anagerial principles

    !o$es of operation

    Treat"ent of wor0ersCo""#nication in the organization

    Properties of !achinesProperties of !achines

    Ver pre$icta(le

    Rarel $eviates fro" the nor"

    Replace $efective parts with other *stan$ar$2 parts

    &pecific r#les e-ist regar$ing repair an$ specific roles

    Organizational ApplicationOrganizational Application

    Wor0ers (ehave pre$icta(l4"anage"ent 0nows what to e-pect

    Wor0ers operating o#tsi$e e-pectations are replace$

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    !ini"izing !is#n$erstan$ings!ini"izing !is#n$erstan$ings&i"ple7 Pro"ote principles of &PECIA9I;ATION,&i"ple7 Pro"ote principles of &PECIA9I;ATION,&TAN5AR5I;ATION, an$ PRE5ICTA)I9IT:&TAN5AR5I;ATION, an$ PRE5ICTA)I9IT:

    &TRICT RU9E& < RE3U9ATION& regar$ing 1 1 1&TRICT RU9E& < RE3U9ATION& regar$ing 1 1 1how wor0 is acco"plishe$,

    who co#l$ spea0 to who" an$ when, an$

    "anaging thro#gh fear1

    PRO)9E!&PRO)9E!&Creativit an$ intelligence are #n$er#tilize$

    Increase$ $issatisfaction

    5ecrease$ "otivation an$ co""it"ent to tas0 an$ organization

    5ecrease$ co""#nication effectiveness an$ satisfaction

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    5isting#ishing Classical Theories5isting#ishing Classical Theories**Creative Application &0it2Creative Application &0it2

    Theor *!atch(oo0 5efinition2Theor *!atch(oo0 5efinition2

    5escri(e the theor *in a n#tshell25escri(e the theor *in a n#tshell2Principles of !anage"entPrinciples of !anage"ent

    !a=or Ele"ents of the Theor!a=or Ele"ents of the Theor

    Application in the !o$ern Wor0placeApplication in the !o$ern Wor0place

    Personal E-a"ple.s/Personal E-a"ple.s/How are "is#n$erstan$ings "ini"ize$8How are "is#n$erstan$ings "ini"ize$8

    What new for"s of "is#n$erstan$ings are create$8What new for"s of "is#n$erstan$ings are create$8

    Unintentional (4pro$#ctsUnintentional (4pro$#cts

    Contri(#tions to occ#rrences of $ifferent pro(le"sContri(#tions to occ#rrences of $ifferent pro(le"s

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    Talor%s Theor of &cientific !anage"entTalor%s Theor of &cientific !anage"ent

    're$eric0 Talor .>?@4>B>@/

     *The 'ather of &cientific !anage"ent2

    !a-i"ize wor0er capacit an$ profits

    PRO)9E!7 3et e"ploees to wor0 at their "a-i"#" capacitPRI!AR: 'OCU&7 TA&&http7DDwww1northstar10>1a01#sDschoolsDrnDpro=ectsDinventorsDtalorDtalor1ht"l

    &ste"atic &ol$iering

    5eli(eratel wor0ing slowl as to avoi$ e-pan$ing "ore effort

    than $ee"e$ necessarReasons

    Re$#ction in wor0force $#e to $ecrease$ nee$

    Piecewor0 sste" of re"#neration 4 raise pro$#ction reF#ire"entswitho#t increasing pa

    R#le of th#"( training "etho$s 4 inefficient

    http://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.htmlhttp://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html

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    Talor%s Theor of &cientific !anage"entTalor%s Theor of &cientific !anage"ent

    Ele"ents of &cientific !anage"entEle"ents of &cientific !anage"ent

    &cientific $esign of ever aspect of ever tas0 

    Ti"e an$ !otion &t#$ies

    Caref#l selection an$ training of ever tas0 

    Proper re"#neration for fast an$ high4F#alit wor0 !a-i"ize o#tp#t 4 increase pa

    EF#al $ivision of wor0 an$ responsi(ilit (etween wor0er an$ "anager 

    Un$erling The"esUn$erling The"es

    !anagers are intelligentG wor0ers are an$ sho#l$ (e ignorant

    Provi$e opport#nities for wor0ers to achieve greater financial rewar$sWor0ers are "otivate$ al"ost solel ( wages

    !a-i"#" effort Higher wages

    !anager is responsi(le for planning, training, an$ eval#ating

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    Talor%s Theor of &cientific !anage"entTalor%s Theor of &cientific !anage"ent

    Application in the !o$ern Wor0placeApplication in the !o$ern Wor0place

    Asse"(l 9ine Plants as Prototpical E-a"ples

    *Prisoners of Taloris"2

    &ste" of Re"#neration .F#otas 4 co""ission/

    Re45esign 4 Reengineering

    )ench"ar0ing

    5ata are #se$ to refine, i"prove, change, "o$if, an$

    eli"inate organizational processes9ean !an#fact#ring

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    'aol%s A$"inistrative Theor'aol%s A$"inistrative Theor

    Henri 'aol .>?>4>B@/Henri 'aol .>?>4>B@/

    3eneral an$ In$#strial !anage"ent

    Principles an$ Ele"ents of !anage"ent 4 how

    "anagers sho#l$ acco"plish their "anagerial $#tiesPRI!AR: 'OCU&7 !anage"ent

    .'#nctions of A$"inistration/

    !ore Respect for Wor0er than Talor 

    Wor0ers are "otivate$ ( "ore than "oneEF#it in wor0er treat"ent

    !ore PRE&CRIPTIVE

    http7DDwww1li(1#wo1caD(#sinessDfaol1ht"l

    http://www.lib.uwo.ca/business/fayol.htmlhttp://www.lib.uwo.ca/business/fayol.htmlhttp://www.lib.uwo.ca/business/fayol.html

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    'aol%s A$"inistrative Theor'aol%s A$"inistrative Theor

    'ive Ele"ents of !anage"ent 44 !anagerial O(=ectives'ive Ele"ents of !anage"ent 44 !anagerial O(=ectives

    Planning

    Organizing

    Co""an$

    Coor$ination

    Control

    eep "achine f#nctioning effectivel an$ efficientleep "achine f#nctioning effectivel an$ efficientl

    Replace F#ic0l an$ efficientl an part or process that $i$Replace F#ic0l an$ efficientl an part or process that $i$not contri(#te to the o(=ectivesnot contri(#te to the o(=ectives

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    'aol%s A$"inistrative Theor'aol%s A$"inistrative Theor

    'o#rteen Principles of !anage"ent .Tools for Acco"plishing O(=ectives/'o#rteen Principles of !anage"ent .Tools for Acco"plishing O(=ectives/

    5ivision of wor0 4 li"ite$ set of tas0s

    A#thorit an$ Responsi(ilit 4 right to give or$ers

    5iscipline 4 agree"ents an$ sanctions

    Unit of Co""an$ 4 onl one s#pervisor 

    Unit of 5irection 4 one "anager per set of activities

    (or$ination of In$ivi$#al Interest to 3eneral Interest

    Re"#neration of Personnel 4 fair price for services

    Centralization 4 re$#ce i"portance of s#(or$inate%s role

    &calar Chain 4 'aol%s (ri$ge

    Or$er 4 effective an$ efficient operationsEF#it 4 0in$liness an$ =#stice

    &ta(ilit of Ten#re of Personnel 4 s#fficient ti"e for fa"iliarit

    Initiative 4 "anagers sho#l$ rel on wor0ers% initiative

    Esprit $e corps 4 *#nion is strength2 *loal "e"(ers2

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    'aol%s A$"inistrative Theor'aol%s A$"inistrative Theor

    Positione$ co""#nication as a necessar ingre$ient toPositione$ co""#nication as a necessar ingre$ient tos#ccessf#l "anage"ents#ccessf#l "anage"ent

    Application in the !o$ern Wor0placeApplication in the !o$ern Wor0place'aol%s ele"ents of "anage"ent are recognize$ as the'aol%s ele"ents of "anage"ent are recognize$ as the"ain o(=ectives of "o$ern "anagers"ain o(=ectives of "o$ern "anagers

    Planning 4 "ore participatorPlanning 4 "ore participator

    Organizing 4 h#"an relationships an$ co""#nicationOrganizing 4 h#"an relationships an$ co""#nication

    I!PORTANT TA)9E 1> Co"parison of !anagerialI!PORTANT TA)9E 1> Co"parison of !anagerial&0ills .p1 J/&0ills .p1 J/

    Especiall applica(le for large organizations ."ilitar/Especiall applica(le for large organizations ."ilitar/

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    We(er%s Theor of )#rea#cracWe(er%s Theor of )#rea#crac

    !a- We(er .>?4>BK/!a- We(er .>?4>BK/

    3er"an &ociologist

    Theor of &ocial an$ Econo"ic Organization .>BL/

    Principles an$ Ele"ents of !anage"ent 4 $escri(e ani$eal or p#re for" of organizational str#ct#re .general

     polic an$ specific co""an$s

    PRI!AR: 'OCU&7 Organizational &tr#ct#re

    Wor0er sho#l$ respect the *right2 of "anagers to$irect activities $ictate$ ( organizational r#les an$

     proce$#res

    !ore 5E&CRIPTIVEhttp7DDwww1pfeiffer1e$#DMlri$enerD5&&DWe(erDWE)RPER1HT!9

    http://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTMLhttp://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTML

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    We(er%s Theor of )#rea#cracWe(er%s Theor of )#rea#crac

    )#rea#crac allows for the opti"al for" of)#rea#crac allows for the opti"al for" ofa#thorit 4 *rational a#thorit2a#thorit 4 *rational a#thorit2

    Three tpes of 9egiti"ate A#thoritThree tpes of 9egiti"ate A#thorit

    Tra$itional A#thorit 4 past c#sto"sG personal loalt

    Charis"atic A#thorit 4 personal tr#st in character an$s0ills

    Rational A#thorit 4 rational application of r#les orlaws

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    We(er%s Theor of )#rea#cracWe(er%s Theor of )#rea#crac

    Tenets of )#rea#cracTenets of )#rea#crac

    R#les

    &pecifie$ sphere of co"petence

    Hierarch

    &pecialize$ Training

    Wor0ers $o not own technolog

     No entitle"ent to *official position2 ( inc#"(ent

    Everthing written $own

    !aintenance of *i$eal tpe2 4 (#rea#crac

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    We(er%s Theor of )#rea#cracWe(er%s Theor of )#rea#crac

    Concerne$ with $escri(ing the i$eal str#ct#re ofConcerne$ with $escri(ing the i$eal str#ct#re ofan organizationan organization

    Cornerstone7 e-istence of written r#lesCornerstone7 e-istence of written r#les

    The rational application of written rules ensuresThe rational application of written rules ensuresthe promotion of legitimate authorit" and thethe promotion of legitimate authorit" and the

    effective and efficient functioning of theeffective and efficient functioning of theorganization.organization.

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    We(er%s Theor of )#rea#cracWe(er%s Theor of )#rea#crac

    Application in the !o$ern Wor0placeApplication in the !o$ern Wor0place

    9arge organizations g#i$e$ ( co#ntless r#les9arge organizations g#i$e$ ( co#ntless r#lesare (#rea#craciesare (#rea#cracies

    9in0e$ with inefficient, slow4"oving9in0e$ with inefficient, slow4"ovingorganizationsorganizations

    Organizations have several characteristics ofOrganizations have several characteristics of

     (#rea#cracies (#rea#cracies

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    &U!!AR:&U!!AR:Classical Theories of Organizations .p1 J/Classical Theories of Organizations .p1 J/

    Talor%s Theor of &cientific !anage"entTalor%s Theor of &cientific !anage"ent

    'aol%s A$"inistrative Theor'aol%s A$"inistrative Theor

    We(er%s Theor of )#rea#cracWe(er%s Theor of )#rea#crac

    All J theories atte"pt to enhance "anage"ent%s a(ilit toAll J theories atte"pt to enhance "anage"ent%s a(ilit to pre$ict an$ control the (ehavior of their wor0ers pre$ict an$ control the (ehavior of their wor0ers

    Consi$ere$ onl the tas0 f#nction of co""#nicationConsi$ere$ onl the tas0 f#nction of co""#nication

    .ignore$ relational an$ "aintenance f#nctions of.ignore$ relational an$ "aintenance f#nctions ofco""#nication/co""#nication/

    5esigne$ to pre$ict an$ control (ehavior in organizations5esigne$ to pre$ict an$ control (ehavior in organizations

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     NET WEE  NET WEE Rea$ CHAPTER J7 H#"anistic Theories of OrganizationsRea$ CHAPTER J7 H#"anistic Theories of Organizations

    .pp1 JB4/.pp1 JB4/

    H#"an Relations TheorH#"an Relations TheorThe Hawthorne &t#$ies

    !c3regor%s Theor an$ Theor :

    H#"an Reso#rces TheorH#"an Reso#rces Theor

    9i0ert%s &ste"s Theor .'o#r &ste"s of!anage"ent/

    )la0e an$ !o#ton%s .a101a1 )la0e an$ !cCanse/!anagerial 3ri$