classical theories final

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

classical theories final

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