Major Schools of Thoughts

NOA

 The Classical School

Scientific Management----F W Taylor
Bureaucratic Organization----Max Weber
Administrative Principles-----Henry Fayol

Contemporary Thoughts
The Human Relations Approach
The Behavioral Approach
Systems Approach
The New Public Management
New Public Service
Public Choice Theory
2

The Classical School of Thought in

Management
The Scientific Management Principles
The Bureaucratic Administration

Scientific Management
Scientific Managementbased on life
long work of F W Taylor, an engineer
by profession turned management
consultant by designing jobs/work
assignments on scientific lines.
His voluminous book The Scientific
Management Principles was
published in 1911
4

Scientific Management
Movement

Scientific Management, a rational approach

to managing organization resources in a
systematic and objective manner.
It seeks the one best way of
accomplishing any given task by
discovering the fastest, most efficient and
least fatiguing method of operation.
An approach based on carefully defined
laws, rules and principles
5

The Essence of Theory

Taylor focused first on the individual
workers job activities
designed detailed measurements of
time and motion to discover how the
worker should become more efficient.
Standardization of work methods for
each task to avoid ad hocism, delay and
overlapping.
6

The Essence of the

theory.
Incentives, salaries and wages based on scientifically
measured output per given time i.e. the piece-rate
pay system
Time and Motion Studies can be applied in
industrial and assembly line operations and
administration
Piece-meal wages/salaries
Human cooperation in a mechanical fashion for
maximum output.
7

 L D White
The objective of public administration is most
efficient utilization of the resources at the
disposal of officials and employees
Luther Gulick
In the science of administration, whether
public or private, the basic good is efficiency
In public sector, position classification and job
design still reflect many of the aspects of
Taylorism.
8

Critical Analysis

Taylorism considers worker as an appendage

to a machine and should perform only the
functions as part of the machine.
Scientific approach turns workers into highly
tuned machines

The smooth running organization is

supposed to be highly mechanical, with the
human elements strictly controlled.
The managers job is to ensure efficient
operation of the system
9

Critical Analysis
Clear cut roles and job designs with scientific
education and training arrangements for
workforce development
It considers man as a mean to an end- the
organizations goals
In democratic societies, organizations should
also be responsive- there is a trade off
between efficiency and responsiveness
10

Critical Analysis
W E Moore- (Industrial Relations and Social
Order) emphasized that the approach ignored
social and human factors in an organization
It is inhuman approach as incentives are
economic only and linked with maximum
output for maximum gains.
Employees do have needs other than
monetary incentives
11

 HUMAN RELATIONS
APPROACH

12

 Human Relations Approach-----shifting the

focus from work to worker
It stresses upon a manager to continuously
improve working relationships at all level of
the organization.
Focus of this approach is also maximum
efficiency
13

Human Relations
The scientific school did not give importance to
the human aspects of the workers.
Therefore, scientific managers did not achieve a
high level of production, efficiency and cooperation between the management and workers.
The failure of the scientific approach led to the
human relations movement.
The human relations experts tried to integrate
Psychology and Sociology with Management.
14

Human Relations

cont

According to them, organization is a

social system of interpersonal and
inter group relationships.
They give importance to the
management of people;
That management can get the work
done from the workers by satisfying
their social and psychological needs.
15

Principles of Human Relations Approach

The 7-basic principles of human

relations approach are :1. Human beings are not interested
only in financial gains. They also
need recognition and appreciation.
2. Workers are human beings. So they
must not be treated like machines.

Managers should try to understand the

feelings and emotions of the workers.
16

..Principles of Human Relations

Approach

3. An organization works not only

through formal relations, but also
through informal relations.

Therefore, managers should encourage

informal relations in the organization along
with formal relations.

4. Workers need a high degree of job

security and job satisfaction.

17

..Principles of Human Relations Approach

5.Workers want good communication from the
managers.
Therefore, managers should communicate effectively without feelings
of ego and superiority complex.

6.Workers want freedom. They do not want strict

supervision.
Therefore, managers should avoid strict supervision and control over
the workers.

7.Employees would like to participate in decision making,

especially, in those matters affecting their interests.
Therefore, management must encourage workers' participation in
management. This will increase productivity and job satisfaction.

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The Behavioral Approach

Ironically, the Human Relations Approach grew
out of series of scientific experiments conduct
by Elton Mayo and his team.
Experiments were conduct around six years on
the Hawthorne Workers of the Western Electric
Company Chicago from 1927-1932
The hypothesis was the physical conditions
at work would directly affect productivity.
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The Behavioral Approach

Behavioral theorists believe that a better
understanding of human behavior at work,
such as motivation, conflict, expectations,
and group dynamics, improve productivity.
Several individuals and experiments
contributed to this theory.
Elton Mayo's contributions came as part
of the Hawthorne studies
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The Hawthorne Experiments

The Hawthorne experiments consisted of two studies
The first study was conducted by a group of
engineers seeking to determine the relationship of
lighting levels to individual workers productivity.
They discovered that workers productivity increased
as the lighting levels increased.
But astonishingly, productivity increased with the
decrease in light until the employees were unable to
see what they were doing, after which performance
naturally declined.
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Bank Wiring Room Studies

A few years later, a second group of experiments began.
Harvard researchers Mayo and F. J. Roethlisberger
supervised a group of five women in a bank wiring room.
They gave the women special privileges, such as the right
to leave office without permission, take rest periods, enjoy
free lunches, and have variations in pay levels and
workdays.
This experiment also resulted in significantly increased
rates of productivity.

22

Findings & Conclusion

In this case, Mayo concluded that the
increase in productivity resulted from
the supervisory arrangements rather
than the changes in lighting.
the intense interest researchers
displayed for the workers was the
basis for the increased motivation
and resulting productivity.
Employees socialized themselves,
formed informal group, modified their
23

 Essentially, the experimenters became a part

of the study and influenced its outcome. This
is the origin of the term Hawthorne effect.
Hawthorne effect : the finding that a
managers behavior or leadership approach
can affect workers level of performance.
Employees react/behave as groups rather
than as individuals.
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Findings & Conclusion

cont

Human relations and the social needs of

workers are crucial aspects of
management.
As a group, employees worked for inner
satisfaction and not materialistic rewards
only.
shifting the focus to the role of individuals
in an organization's performance.
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 THE SYSTEMS
APPROACH
Shifting the focus from work to
worker, and now to working
environment

26

The Systems Approach

Its the study of relationship between the organization
and its environment.
Organizational Environment
The set of factors and forces that operate within and
outside an organizations boundaries but affect a
managers ability to acquire and utilize resources.
A system is a collection of parts unified to accomplish
an overall goal.
If one part of the system is removed, the nature of the
system is changed as well.
27

System Theory

..cont

Systems are;
Open Systems
Closed Systems

Open system:
A system that takes in resources from its external
environment and converts them into goods and services
that are then sent back to that environment for purchase
by customers.
Open systems are adaptive.
The Cybernetic Model
The Feedback Loop
28

The Organization as an Open

System

Copyright 2010
Pearson Education, Inc.
Publishing as Prentice
Hall

230

System Theory

..cont

Closed System
A system that is self-contained and
thus not affected by changes that
occur in its external environment.
Entropy
The tendency of a system to lose its
ability to control itself and thus to
dissolve and disintegrate.
31

System Theory

..cont

Systems theorists argue that the parts

are more than the sum of the whole
They mean that an organization
performs at a higher level when its
operational units/departments work
together rather than separately
synergy
Performance gains that result when
individuals and departments coordinate
their actions.
32

Critical analysis
The systems approach also recognizes
existence of organization sub-systems
working in harmony for greater gains.
These sub-systems may be working in
conflict with other sub-systems
A productive manager create synergy by
overcoming resistance in the components of
the system
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 The Bureaucratic
Administration

34

Bureaucracy
Development
It is as old as human civilization
itself.
Modern bureaucracies arose as the
government of states grew larger
during the modern period, and
especially following the Industrial
Revolution.
35

Concepts

Bureaucratic administration means domination

through knowledge Max Weber
Weber described many ideal types of public
administration and government in his magnum opus
Economy and Society (1922)
He described the bureaucratization of society- due to
democratization and rationalization of culture
The decisive reason for the advance of bureaucratic
organization has always been its purely technical
superiority over any other form of organization
Max Weber
36

Webers Bureaucratic Model- The Idealtype of Bureaucracy

The Rationalization of Society: the historical
change from tradition to rationality as the
dominant mode of human thought. (Macionis)
Tradition Vs Rationality
Tradition: sentiments and beliefs passed from
generation to generation.
Rationality: objective, deliberate, matter-of-fact
calculation of the most efficient means to accomplish
a particular goal.
Its willingness of the society to adopt the latest technology

37

Definitions
An organizational model rationally designed to
perform complex tasks efficiently. (Macionis)
The type of organization designated to accomplish
large-scale administrative tasks by systematically
coordinating the work of many individuals.
(Blau & Meyer)
Any large organization, public or private,
characterized by a clearly defined hierarchy of
impersonal offices to which persons are appointed
based on technical qualifications and through which
they are subject to strict discipline and control.
(Weber)
38

Characteristics of Bureaucracy
Max Weber identified following key
elements of the ideal bureaucratic
organization:
1. Structural Elements;
I. Specialized jurisdictions (Fixed division of
labor)

II.
III.
IV.
V.

Hierarchy of offices
A career structure
A Permanent Bureaucratic System
Large scale organizations.
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Bureaucracy
2. Functional Elements
I. Impersonal.. Dehumanizing
bureaucracy
II. Formalistic
I.

Formal written communications

III. Rule-bound
.

Rational-legal authority (Rules &

regulations)

IV. Highly disciplined

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Bureaucracy
3. Power Position of Bureaucracy
i.

Highly efficient

due to technical competence and work specialization

ii. Powerful

Exercise information, expert, legal/official as well as

political power

iii. Ever-expanding
iv. Elites
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Webers Bureaucracy

Copyright 2010
Pearson Education, Inc.
Publishing as Prentice
Hall

242

An Analysis by Scott
Bureaucratic structures evolved from
traditional structures with the following
changes:
1. Jurisdictional areas are clearly specified,
activities are distributed as official duties.
2. Organization follows hierarchical principle
-subordinates follow orders of superiors, but have right
of appeal

3. Abstract rules govern decisions and

actions.

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4. Means of production or administration

belong to office. Personal affairs
separated from office.
5. Officials are selected on the basis of
technical qualifications.
6. Employment by the organization is a
career. The official is a full-time employee
and looks forward to a life-long career.

44

Scott

..conti

Weber's view of bureaucracy was system based on

power & discipline.
Weber stressed that the rational-legal form was the
most stable of systems for both superiors and
subordinates -- it's more reliable and clear.
Subordinates ideally can challenge the decisions of
their leaders by referring to the stated rules.
bureaucratic systems can handle more complex
operations than traditional systems.
45

Criticism
Recognizing bureaucracy as the most efficient
form of organization, Weber also saw it as a
threat to individual freedoms.
Parsons (1947) and Gouldner (1954) note that
Weber said authority rests both in the "legal
incumbency of office" and on "technical
competence". This works if superiors have more
knowledge and skill, but often this is not the
case.
Bureaucrats consider individuals as cases and
not as human beings.
46

Criticism
Bureaucracy and responsiveness- Red-tape, delays,
inefficiency, corruption
Although bureaucracies are established to serve the
society, but with the passage of time as bureaucracies
get maturer, the society become dependent of them.
Rules becomes ends in themselves instead of means
toward end i.e service delivery
Impersonality, sometimes, becomes almost impossible
as public office holders are human beings not
machines
47

Pakistani Bureaucracy: a Comparison

with Webers Principles
The civil service of Pakistan follow the
principle of hierarchy.
Selection of candidates is based on
technical qualifications determined by a
rigorous process.
The system of division of labor exists.
Strict division between generalists and
specialists

The civil service is a well-defined career

based on seniority, or merit or both
53

 Although merit system is the hallmark of

civil service, however, quota system is
also present.
It is rule bounded and operates in legal
framework.
As Weber identified malfunctions of
bureaucracy, we also find such drawbacks
in Pakistani bureaucratic systems and
structures.
54

Ecology of Bureaucracy
Ecology

Bureaucra
cy

Environm
ent

Ecological factors
Historical
Ideological- religious, political, democratic
Economic
Social & Cultural
Technology and innovation
Globalization
Security and Terrorism
55

CSS-Questions

CSS-2014
Q. No. 5. Describe Max Webers Ideal Type Bureaucracy and discuss
its applications in the Modern society. What are its dysfunctions and
how these can be overcome to enhance efficiency and effectiveness
in the Public Sector of Pakistan?
CSS-2012
Q. 2. Give a precise but comprehensive account of major schools of
thoughts in administration. Also compare and contrast Taylors
Scientific Management and Human Relations.
Q. 3. Explain the basic theme and theoretical bases of the New Public
Management. What are the different mechanisms, that have used in
pursuing NPM goals by the governments in different parts of the
World, especially in Pakistan?
Q. 6. Critically examine the Weberian model of bureaucracy. Do you
think its characteristics are still relevant to changing Public
Administration and should be maintained?
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 CSS-2011
Q.5. Discuss Max Webers concept of ideal type of
bureaucracy. How does it differ from the existing
public bureaucracy in Pakistan?
Q.8. Write short notes on any FOUR of the following:
(a) E-government in Pakistan (b) Judicial activism (c) F.
Taylors Scientific Management Theory (d) Theory X
and Theory Y (e) New Public Management Concept
CSS-2010
Q.3. Comparatively evaluate Taylors Scientific
Management and Webers Ideal Bureaucracy and
discuss their relevance to contemporary public
organizations in Pakistan. (20)
Q.4. Compare and contrast the Bureaucratic Model
with New Public Management (NPM). Do you think
NPM has replaced the bureaucratic approach to public
administration? Support your views with examples
57
from Pakistan

Q&A

58