Approaches to Organisation and Management Flashcards
What are the 4 different approaches to organisation?
Classical, human relations, systems and contingency
Describe the classical approach to organisation
The organisation is considered in terms of purpose, formal structure, planning of work, technical requirements, and rational (legal) behaviour.
This is done in order to find the most effective way that things should be done to maximise the efficiency and productivity of the business.
What are the two key subgroups within the classical approach?
- The theory of scientific management
2. The theory of bureaucracy
Describe the theory of scientific management
Developed by F.W. Taylor. Tasks are analysed and there is a belief that there is a ‘best way’ to undertake a job. Once this has been identified, other workers within the organisation are trained to work the same way. Financial incentives are used to motivate employees.
What are the main principles of the theory of scientific management?
- the development of a true science for each person’s work
- scientific selection, training and development of workers
- co-operation with workers to ensure that work is completed in the prescribed way
- hierarchical structures of authority and close supervision
- the division of work and responsibility between managers and workers.
What are the main criticisms of the theory of scientific management?
- leads to hostility and suspicion between workers
- the ‘rationalisation’ of work leads to the deskilling of workers
- creates excessive levels of managerial control which can endanger organisational purpose
- views workers are machines rather than social beings
Describe the theory of bureaucracy
Developed by Max Weber. There is a belief in the superiority of an organisational structure which can survive changes to the individual personnel. It is a means of introducing order and rationality into social life.
What are the main principles of the theory of bureaucracy?
- Fixed division of labour among participants
- hierarchy of offices
- set of general rules that govern performance
- rigid separation of personal life and work life
- selection of personnel on the basis of technical qualifications
- equal treatment of all employees
What are the main criticisms of the theory of bureaucracy?
- some people will still attempt to take advantage
- bureaucracy leads to red tape. There is an overemphasis on structure, policies and procedures which slows of prevents necessary actions
- leads to an ‘iron cage’ - people are trapped in calculated systems that pursue efficiency and control that threaten individual freedom.
What are Henry Fayol’s 5 Managerial Activities?
These are 5 functions necessary for effective management of employees:
- Planning - look ahead to future conditions, the future goals, the purpose of the business and what strategies are needed for the company to achieve success.
- Organising - what duties are there and how should they be allocated? Who will perform them and who reports to who? How can this be checked?
- Command - which management style is best? What is the best way to get clear instructions to workers?
- Co-ordination - workers/managers need to collaborate together to complete tasks.
- Control - monitor activities to ensure everything is being completed as planned
Define HUMAN SKILLS
Human skills are the ability to understand, communicate with, motivate and support other people both individually and in groups. Managers get things done through other people, so they must have good human skills.
Describe the human relations approach to organisation
Developed by Elton Mayo.
- Attention is given to social factors at work rather than purely rational organisation. - Studies focus on individual psychological and social needs
- Recognises the informal organisation and group norms as an importance influence on worker behaviour
What were the Hawthorne Experiments?
Experiments that were carried out between 1924 and 1932 at the Western Electric Company. They aimed to discover what affects human behaviour at work.
- The illumination experiments - changes in the light settings were made. Was found that whatever changes were made, productivity increased.
- The relay assembly room study - 5 women worked in a room where their managers watched. Productivity increased because their managers were paying attention to them.
- The interviewing programme - more than 20,000 interviews were conducted to find out what would improve morale and productivity.
- The bank wiring room study - 14 men in bank wiring observation room. The observer was only allowed to take notes.
What was the significance of the Hawthorne Experiments?
- they emphasised the importance of the wider social needs of individuals and gave recognition to the work organisation as a social organisation.
- recognised the importance of group values and norms.
- focused on ‘people without organisations’ as opposed to ‘organisations without people, as in the classical approach
Describe the NEO-human relations approach
Developed during the 1950s and 60s, it was concerned with human personality and motivation. It is based on a psychology background, and key theorists are Maslow (hierarchy of needs), Herzberg (two factor theory) and McGregor (theory X and theory Y).
