Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Woodrow Wilson
He emphasized on comparative method of PA. one can learn by weakness and virtues of
any system by comparing it with other method
Evaluation
He established PA as field of study
He failed to emphasis on actual relationship between administration and politics
Henri Fayol
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest over general interest
7. Remuneration of personnel
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stabilization of tenure
13. Initiative
14. Esprit de corps
He considers every superior officer as teacher to his immediate subordinates.
Gangplank it refers to level jumping in hierarchical organization
Criticism
1. His 14 principles have overlapping
2. Empirical base is narrow
3. Unity of command will overwhelm chief executive with problem of coordination
4. Behavioral aspect is neglected.
FREDERICK TAYLOR
3. restricted o/p
4. no proper incentive
5. unscientific decision making
6. lack of study of division of work
7. placement of worker without consideration of ability, aptitude, interest.
He lay down foundation of personnel management i.e. to match workers ability to job.
Maximum prosperity for employer and employee
High productivity and benefit sharing between employer, employee, customer
Determine standards, planning work, organizing, controlling and incentive.
Principles of scientific management
1. Development of true science- best way of doing a job
2. Scientific selection of workers- selecting workers possessing physical and
intellectual qualities to ensure effective performance
3. Scientific education and development of worker- ensure worker do not slip back
to old methods
4. Friendly cooperation between management and men- equal responsibility between
worker and management.
Philosophy of these principles1. Science, not rule of thumb
2. Harmony, not discord
3. Cooperation, not individualism
4. Maximum output
5. Development of each man to the greatest
Functional foremanship- here workers received order from 8 supervisors
1. Route clerk
2. Instruction clerk
3. Time and cost clerk
4. Shop disciplinarian
5. Gang boss
6. Repair boss
7. Speed boss
8. Inspector
First 4 are planning bosses while next 4 are functional bosses
Qualities of foreman1. Education
2. Technical knowledge
3. Manual dexterity
4. Tact
5. Energy
6. Grit
7. Honesty
8. Judgement
9. Good health
Max Weber
They were influenced by line and staff model from military organization, machine model
of man by Taylor, industrial management by Henry Fayol an derived classical theory of
management or administrative management theory
Structure of administration major cause of friction and confusion is due to faulty organization structure
Urwick felt that lack of design of organization is illogical, cruel, wasteful and
inefficient
Illogical because it is inconceivable to appoint a person and pay him without an idea
of position he is to occupy
Cruel when an organizational member does not know the qualification required for
job and duties assigned to him
Wasteful functional specialization not possible
Inefficient because supervisors have nothing to fall back in case of conflict or
confusion.
Principles of organization according to Gulick1. Division of work
2. Departmentalization
3. Coordination threw hierarchy
4. Deliberate coordination
5. Coordination through committees
6. Decentralization
7. Unity of command
8. Staff and line
9. Delegation
10. Span of control
management. Simon and March pointed out 5 limitations- improper motivation, little
appreciation to inter organizational conflict, constraint on human beings, task
identification and classification given little stress, program evaluation given little stress.
Elton Mayo
Read experiments from book.
Harvard group proposed 5 hypotheses for failure of original illumination project1. Improved material conditions and method of work- rejected because of later illumination
experiment results.
2. Rest period and shorter work duration- rejected because it did not explained why
production increased even after withdrawal of privileges.
3. Relief from monotony to increase production- rejected because monotony had nothing to
do with physical environment.
4. Individual wage payment incentive- rejected in further experiments
5. Changes in supervision technique- this was accepted as it created interpersonal contact
between workers and supervisors.
Worker satisfaction depends upon informal social pattern.
Links between supervision, morale and productivity became foundation stone of human
relation movement.
Human attitude and sentiments- two types of complains were observed material
complains and psychological complains. The study identified following 3 aspects1. Workers appreciated method of information collection
2. Change in attitude of supervisors
3. Research team acquired new skills
Social organization- social organization did not allowed workers to increase or decrease
the output. And followed following code of conduct1. One should not turn out too much work
2. One should not turn out too little work
3. One should not tell supervisor anything detrimental to association
4. One should not attempt to maintain social distance
In addition to technical skills, management should handle human situation, motivate, lead
and communicate with workers.
Chester Barnard
For cooperation there must always be objective or purpose. This need not be specific.
Cooperative and subjective aspect of purpose are different. Individual motive are
personal, internal and subjective.
Characteristics of formal organization1. System
2. Depersonalization
3. Specialization
4. Informal organization
Informal organization- individuals interact based on personal interaction. Because of
instincts or fulfillment of some personal desire. These are indefinite, structure less and
shape less. Formal organisation must establish informal organisation within it for
communication. It should not be viewed as evil.
Theory of authority- introduced acceptance as basis of authority. Individuals accept
authority only when following 4 conditions are satisfied1. Communication is understood
2. Consistency with organisation purpose
3. Compatibility with personal interest
4. Physical and mental ability to comply
Conditions for cooperation of individuals for following orders
1. Orders in accordance with above 4 conditions
2. Orders fall in zone of indifference
3. Group influence of individuals resulting in stability of zone of indifference
Zone of indifference- if orders are arranged according to acceptability they fall in 3
categories1. Those which are clearly unacceptable and not obeyed
2. Those that are on neutral line
3. Those that are unquestionably acceptable this is zone of indifference.
Fiction of authority- read from book
Responsibility- he examines responsibility from point of view of morality, legality,
technicality, profession and institutional code. According to him business is totally
unaffected by concept of morality.
Decision making-