Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Scientific Management
Administrative Principles
1. Classical Perspective
Emerged during the 19th and 20th centuries Factory systems appearing in 1800s Problems:
Tooling the plants Organizing managerial structure Training employees (many immigrants) Scheduling complex manufacturing operations Increased labor dissatisfaction; strikes
Scientific Management
Problem in labor productivity lies with poor management practices, not labor. Manner of change can be determined only by scientific study. Replace rules of thumb and tradition with precise procedures developed after careful study. Work with Bethlehem Steel plant in 1898
Bureaucratic Organizations
Classical Perspective
Max Weber was the major contributor to bureaucratic management. Bureaucratic management focuses on the ideal form of organization. Weber concluded that many early organizations were inefficiently managed, with decisions based on personal relationships and loyalty.
He proposed that a form of organization, called a bureaucracy, characterized by division of labor, hierarchy, formalized rules, impersonality, and the selection and promotion of employees based on ability, would lead to more efficient management. Weber also contended that managers' authority in an organization should be based not on tradition or charisma but on the position held by managers in the organizational hierarchy
BEHAVIORAL SCHOOL
The behavioral school focused on trying to understand the factors that affect human behavior at work.
HUMAN RELATIONS
The Hawthorne Experiments began in 1924 and continued through the early 1930s. A variety of researchers participated in the studies, including Clair Turner, Fritz J. Roethlisberger, and Elton Mayo One of the major conclusions of the Hawthorne studies was that workers' attitudes are associated with productivity.
Another was that the workplace is a social system and informal group influence could exert a powerful effect on individual behavior. Another was that the workplace is a social system and informal group influence could exert a powerful effect on individual behavior. According to the human relations school, the manager should possess skills for diagnosing the causes of human behavior at work, interpersonal communication, and motivating and leading workers.
BEHAVIORAL SCIENCE
Behavioral science and the study of organizational behavior emerged in the 1950s and 1960s. The behavioral science school was a natural progression of the human relations movement. It focused on applying conceptual and analytical tools to the problem of understanding and predicting behavior in the workplace.
The study of behavioral science was also a result of criticism of the human relations approach as simplistic and manipulative in its assumptions about the relationship between worker attitudes and productivity. The behavioral science school has contributed to the study of management through its focus on personality, attitudes, values, motivation, group behavior, leadership, communication, and conflict, among other issues.
Administrative Principles
Classical Perspective
This is a modern extension of Scientific Management Theory in this approach describes how precise quantitative techniques can be used in order to make the best use of organizational resources.
Quantitative Management
Operations Management
Quantitative management emphasises on how arithmetic can be manipulated to achieve best practises in inventory and financial capital control. Operations management presents a set of techniques that can be utilized to improve production efficiency Total quality management focuses on the art of how the whole can be managed to achieve excellence. Management information systems provide the managers with adequate information about internal and external events of an organization to effective decision making.
Systems Theory
A set of interrelated parts that function as a whole to achieve a common purpose.
Inputs Transformation process Outputs Feedback Environment
Defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole Closed system : a system that is not influenced by and does not interact with its environment Open system: a system that dynamically interacts with its environment Stakeholders: any group that is affected by organizational decisions and policies
Contingency View
Universalist View (classical perspective) management concepts are universal Case View Each situation is unique. Contingency View A managers response depends on identifying key variables in an organizational situation. What works in one setting may not work in another. Contingencies include the environment, industry, technology and international cultures.
It discloses that there is no best way to organize therefore characteristics of the environment affect an organizations ability to obtain resources.
Types of structures
In conclusion managers in a Mechanistic structure can obtain inputs at a lower cost preferably in a stable environment and managers in an organic environment can react more quickly in a rapidly changing environment.