classical theories final
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8/4/2019 Classical Theories Final
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Classical Theories of OrganizationsClassical Theories of Organizations
Presented By:-
YOUNG ACHIEVERS
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PREVIEWPREVIEWTheoretical RelevancyTheoretical Relevancy
Minimizing MisunderstandingsMinimizing Misunderstandings
Classical Theories of OrganizationsClassical Theories of Organizations
Taylors Theory of Scientific ManagementTaylors Theory of Scientific Management
FayolsFayols Administrative TheoryAdministrative Theory
Webers Theory of BureaucracyWebers Theory of BureaucracyFrank B. and Lillian M.Frank B. and Lillian M. GilberthGilberth theory oftheory of
Fatigue and motion studiesFatigue and motion studies
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Organizational CommunicationOrganizational Communication
Foundations REVIEWFoundations REVIEW
the process of creating, exchanging,the process of creating, exchanging,
interpreting (correctly or incorrectly), andinterpreting (correctly or incorrectly), and
storing oral, nonverbal, and writtenstoring oral, nonverbal, and written messagesmessages
within (and across the boundaries of) a systemwithin (and across the boundaries of) a system
of interrelated and interdependent peopleof interrelated and interdependent people
working toworking to accomplish common tasks and goalsaccomplish common tasks and goals
within an organization.within an organization.
MESSAGEMESSAGE--CENTERED DEFINITIONCENTERED DEFINITION
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Assumptions and FeaturesAssumptions and Features
Communication is central to the existence ofCommunication is central to the existence ofthe organizationthe organization
Organizational communication is a complexOrganizational communication is a complexprocess (creating, exchanging, interpreting,process (creating, exchanging, interpreting,and storing messages)and storing messages)
Misunderstandings occurMisunderstandings occur
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Primary GoalPrimary Goal
Reduce misunderstandingsReduce misunderstandings
through communication.through communication.
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Functions of TheoryFunctions of TheoryDescribeDescribe
ExplainExplainPredictPredict
ControlControl
Classical approachesto organizationalClassical approachesto organizationalmanagement andearly organizationaltheoriesmanagement andearly organizationaltheorieswere designedtowere designedto predictpredictandandcontrolcontrol behaviorbehaviorin organizations.in organizations.
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Classical Theories ofClassical Theories ofOrganizationsOrganizations
Emerged in early part of the twentieth century.Emerged in early part of the twentieth century.
Models were military and the Catholic Church.Models were military and the Catholic Church.FeaturesFeatures
Strict CONTROL of workersStrict CONTROL of workers
Absolute CHAINS of COMMANDAbsolute CHAINS of COMMAND
PREDICTABILITY of behaviorPREDICTABILITY of behavior
UNIDIRECTIONAL downward influenceUNIDIRECTIONAL downward influence
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Minimizing MisunderstandingsMinimizing MisunderstandingsSimple: Promote principles of SPECIALIZATION,Simple: Promote principles of SPECIALIZATION,STANDARDIZATION, and PREDICTABILITYSTANDARDIZATION, and PREDICTABILITY
STRICT RULES & REGULATIONS regarding . . .STRICT RULES & REGULATIONS regarding . . .
how work is accomplished,
who could speak to whom and when, and
managing through fear.
PROBLEMSPROBLEMS
Creativity and intelligence are underutilized
Increased dissatisfaction
Decreased motivation and commitment to task and organization
Decreased communication effectiveness and satisfaction
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Distinguishing Classical TheoriesDistinguishing Classical TheoriesCreative Application SkitCreative Application Skit
Theory Matchbook DefinitionTheory Matchbook Definition
Describe the theory in a nutshellDescribe the theory in a nutshellPrinciples of ManagementPrinciples of Management
Major Elements of the TheoryMajor Elements of the Theory
Application in the Modern WorkplaceApplication in the Modern Workplace
Personal Example(s)Personal Example(s)How are misunderstandings minimized?How are misunderstandings minimized?
What new forms of misunderstandings are created?What new forms of misunderstandings are created?
Unintentional byUnintentional by--productsproducts
Contributions to occurrences of different problemsContributions to occurrences of different problems
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Taylors Theory of Scientific ManagementTaylors Theory of Scientific ManagementFrederick Taylor (1856-1915)
The Father of Scientific Management
Maximize worker capacity and profits
PROBLEM: Get employees to work at their maximum capacityPRIMARY FOCUS: TASKS
Systematic SoldieringDeliberately working slowly as to avoid expanding more effort
than deemed necessaryReasons
Reduction in workforce due to decreased need
Piecework system of remuneration - raise production requirementswithout increasing pay
Rule of thumb training methods - inefficient
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Taylors Theory of Scientific ManagementTaylors Theory of Scientific ManagementElements of Scientific ManagementElements of Scientific Management
Scientific design of every aspect of every task
Time and Motion Studies
Careful selection and training of every task
Proper remuneration for fast and high-quality work
Maximize output - increase pay
Equal division of work and responsibility between worker and manager
Underlying ThemesUnderlying Themes
Managers are intelligent; workers are and should be ignorant
Provide opportunities for workers to achieve greater financial rewardsWorkers are motivated almost solely by wages
Maximum effort = Higher wages
Manager is responsible for planning, training, and evaluating
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Fayols Administrative TheoryFayols Administrative Theory
HenriHenri FayolFayol (1841(1841--1925)1925)
General and Industrial Management
Principles and Elements of Management - howmanagers should accomplish their managerial duties
PRIMARY FOCUS: Management
(Functions of Administration)
More Respect for Worker than Taylor
Workers are motivated by more than moneyEquity in worker treatment
More PRESCRIPTIVE
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Fayols Administrative TheoryFayols Administrative TheoryFive Elements of ManagementFive Elements of Management ---- Managerial ObjectivesManagerial Objectives
Planning
Organizing
Command
Coordination
Control
Keep machine functioning effectively and efficientlyKeep machine functioning effectively and efficiently
Replace quickly and efficiently any part or process that didReplace quickly and efficiently any part or process that didnot contribute to the objectivesnot contribute to the objectives
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Fayols Administrative TheoryFayols Administrative TheoryFourteen Principles of Management (Tools for Accomplishing Objectives)Fourteen Principles of Management (Tools for Accomplishing Objectives)
Division of work - limited set of tasks
Authority and Responsibility - right to give orders
Discipline - agreements and sanctions
Unity of Command - only one supervisorUnity of Direction - one manager per set of activities
Subordination of Individual Interest to General Interest
Remuneration of Personnel - fair price for services
Centralization - reduce importance of subordinates role
Scalar Chain - Fayols bridge
Order - effective and efficient operationsEquity - kindliness and justice
Stability of Tenure of Personnel - sufficient time for familiarity
Initiative - managers should rely on workers initiative
Esprit de corps - union is strength loyal members
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Webers Theory of BureaucracyWebers Theory of BureaucracyMax Weber (1864Max Weber (1864--1920)1920)
German Sociologist
Theory of Social and Economic Organization (1947)
Principles and Elements of Management - describe anideal or pure form of organizational structure (general
policy and specific commands
PRIMARY FOCUS: Organizational Structure
Worker should respect the right of managers todirect activities dictated by organizational rules and
procedures
More DESCRIPTIVE
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Webers Theory of BureaucracyWebers Theory of BureaucracyBureaucracy allows for the optimal form ofBureaucracy allows for the optimal form ofauthorityauthority -- rational authorityrational authority
Three types of Legitimate AuthorityThree types of Legitimate Authority
Traditional Authority - past customs; personal loyalty
Charismatic Authority - personal trust in character andskills
Rational Authority - rational application of rules orlaws
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Webers Theory of BureaucracyWebers Theory of BureaucracyTenets of BureaucracyTenets of Bureaucracy
Rules
Specified sphere of competence
Hierarchy
Specialized Training
Workers do not own technology
No entitlement to official position by incumbent
Everything written down
Maintenance of ideal type - bureaucracy
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Webers Theory of BureaucracyWebers Theory of BureaucracyConcerned with describing the ideal structure ofConcerned with describing the ideal structure ofan organizationan organization
Cornerstone: existence of written rulesCornerstone: existence of written rules
The rational application of written rules ensuresThe rational application of written rules ensuresthe promotion of legitimate authority andthethe promotion of legitimate authority andthe
effect
ive and
effic
ient
funct
ion
in
g oft
heeffect
ive and
effic
ient
funct
ion
in
g oft
heorganization.organization.
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Webers Theory of BureaucracyWebers Theory of BureaucracyApplication in the Modern WorkplaceApplication in the Modern Workplace
Large organizations guided by countless rulesLarge organizations guided by countless rulesare bureaucraciesare bureaucracies
Linked with inefficient, slowLinked with inefficient, slow--movingmovingorganizationsorganizations
Organizations have several characteristics ofOrganizations have several characteristics of
bureaucraciesbureaucracies
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Frank Bunker Gilberth &
Lillian Evelyn Moller
Frank B. and Lillian M.Gilberth(1968-1924) and
(1878-1972)
To the scientific management movement as a
husband and wife team.
Lillian and Franck collaborated on fatigue andmotion studies and focus on ways on promoting
the individual workers welfare.
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To them the ultimate aim of scientific
management was to help workers reach their fullpotential as human beings
In their conception motion and fatigue were
intertwined every motion that was eliminated
reduced fatigue.
Using motion picture cameras they tried to find
out the most economical motions for each task in
order to upgrade performance and reduce fatigue
.
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SUMMARYSUMMARYClassical Theories of OrganizationsClassical Theories of Organizations
Taylors Theory of Scientific ManagementTaylors Theory of Scientific Management
FayolsFayols Administrative TheoryAdministrative Theory
Webers Theory of BureaucracyWebers Theory of BureaucracyFrank B. and LillianFrank B. and Lillian M.GilberthM.Gilberth theory oftheory of Fatigue and motionFatigue and motionstudiesstudies
All 4 theories attempt to enhance managements ability toAll 4 theories attempt to enhance managements ability topredict and control the behavior of their workerspredict and control the behavior of their workers
Considered only the task function of communicationConsidered only the task function of communication(ignored relational and maintenance functions of(ignored relational and maintenance functions ofcommunication)communication)
Designed to predict and control behavior in organizationsDesigned to predict and control behavior in organizations
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Presented By:-
SUKRITI
RUPINDERHIMANSHU
PRASHANT
MILANVIKAS
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