Documente Academic
Documente Profesional
Documente Cultură
ORGANIZATIONAL BEHAVIOUR
HISTORICAL BACKGROUND
P.C. BAHUGUNA ASSISTANT PROFESSOR HUMAN RESOURCE MANAGEMENT
There are hundreds of people who have contributed to the development of OB. The three individuals ,however were particularly important in promoting ideas that had influenced the direction and boundaries of OB ADAM SMITH An Economist ( An Enquiry into the Nature & Causes of Wealth of Nations 1776 )
Early Practices
The organizations & society would reap from the division of labor. Smith concluded that Division of labor raised productivity by increasing each workers skill and dexterity.
Early Practices
Reduces the time needed for learning the job. Reduces the waste of material. Allows for the attainment of high skill levels. Allows more careful matching of skills & physical abilities with specific tasks.
CHARLES BABBAGE A Mathematician ( On the Economy of Machinery & Manufacturer - 1832) added to the smiths list of advantages that result from the Division of labor. 1. 2. 3. 4.
Moreover Babbage proposed that the economies from specialization should be as relevant to doing mental work as physical labor.
ROBERT OWEN An Entrepreneur One of the first industrialists to recognize how growing factory system was demeaning to workers. He emphasized that the returns from investment in human resources would be far superior to the investment in machinery and equipments. He claimed that showing concern for employees is profitable for management. he was more than a hundred years ahead of his time when he argued, in 1825,for regulated hours of work for all.
Early Practices
Scientific Management
1. 2. Frederick W. Taylor - A Mechanical engineer ( Principles of Scientific Management ) called for a careful analysis of tasks and offered four principles for scientific management. These principles are : Every job should be broken in to its elements and a scientific methods to perform each element should be established. Workers should be scientifically selected with right attitudes for the job & ability and then properly trained to perform the work. Management should cooperate with the workers to ensure that all work is done in accordance with the scientific principles.
3.
Scientific Management
4. Scientific distribution of work & responsibility between workers and the managers and take over all work for which it is better suited than the workers. In his book Taylor described how the scientific method could be used to define the One best way for a job to be done ,that created a mental revolution among both the workers and management by defining clear guidelines for improving production and efficiency.
Taylors Scientific management primarily emphasized on economic rationality, efficiency & standardization and ignored the roles of individuals and groups in the organization
8
Administrative theory describes efforts to define the universal functions that managers perform and principles that contribute good management practice. The major contributor to administrative theory was a French industrialist Henry Fayol. Writing at about the same time as Taylor, Fayol proposed that all managers perform five management functions They Plan, Organize, Command, coordinate and Control. He stated fourteen principles of management 1. 2. 3. Division of work Authority Discipline
9
Administrative Theory
Contd
4. Unity of command 5. Unity of direction 6. Subordination of individual interests to the general interests. 7. Remuneration 8. Centralization 9. Scalar chain 10. Order 11. Equity 12. Stability of tenure of personnel 13. Initiative 14. Espirit de corps
10
Structural Theory
While Taylor was concerned with management at shop floor level & Fayol focused on general management functions, the German Sociologist Max Webber was developing a theory of authority structures and describing organizational activity as based on authority relations. Weber described an ideal type of organization that he called a bureaucracy.
Bureaucracy was a system characterized by division of labor, a clearly defined hierarchy, detailed rules & regulations and impersonal relationship.
11
Contd
1. 2. 3. 4. 5. 6.
Job specialization. Authority Hierarchy. Formal Selection. Formal rules & regulations. Impersonality. Career Orientation.
12
Contd
Follett thought organizations should be based on a group ethic rather than on individualism. Folletts humanistic ideas have influenced the way we look at motivation, leadership, power and authority today. In fact much of the current emphasis in organizations on group effort undoubtedly has its origins in Folletts work. Unlike Weber who had a mechanistic and impersonal view of organizations, Barnard saw organizations as social systems that require human cooperation.
14
Contd
Bernard viewed organizations as made up of people who have interacting social relationships. He also argued that success also depends on maintaining good relations with people & institutions outside the organization with whom the organization regularly interacts. Much of the contemporary interests in how the environment affects organizations and their employees can be traced to ideas initially suggested by Barnard
15
20
21
22
All most all contemporary management & OB concepts are contingency based. That is they provide various recommendations depending on situational factors. It implies that there is no One best way of managing but the Best way depends on the situations and circumstances. it is necessary to look at all the factors in the situations. The contingency view of OB was first proposed by Fred E. Fiedler who stated that mgt should identify specific responses to specific problems under specific situations.
23
Modern Approach