ppt for management

8/20/2019 PPT for management

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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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'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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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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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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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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'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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'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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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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!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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)#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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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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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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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/




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$

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