Documente Academic
Documente Profesional
Documente Cultură
Session Objectives
Sumerians- Record Keeping Egyptians- Need for Planning and Control Moses- Shared Leadership, Delegation Hamurabi- First ______? Alexander the Great- Use of Staff Nicolo Machiavelli- The ends _____ the ______.
Scientific Management
The father of scientific management Published Principles of Scientific Management (1911) The theory of scientific management : Using scientific methods to define the one best way for a job to be done Putting the right person on the job with the correct tools and equipment. Having a standardized method of doing the job. Providing an economic incentive to the worker.
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Develop a science for each element of an individuals work, which will replace the old rule-of-thumb method. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.
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Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.
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It promotes individualism rather than team spirit because of competitive nature of more work, more pay Specialization makes the worker unfit for other types of jobs and thus he is at the mercy of his employer It ignores the average worker because of tough competition to be more efficient and productive Specialization makes work repetitive and monotonous
During the 1920s, attention began to focus on social factors at work, groups, leadership, the informal organisation and behaviour of people. Behavioural and informal are alternative headings sometimes given to this approach. Turning point came with the famous Hawthorne experiments at the Western Electric Company in America (1924-32) One of the researchers (leader) was ELTON MAYO (1880-1949)
Four Main Phases to the Hawthorne Experiments The Illumination Experiments - level of production was influenced by factors other than changes in physical conditions of work. The Relay Assembly Test Room - attention and interest by management reason for higher productivity. The Interviewing Programme -20,000 interviews. Gave impetus to present-day personnel management and use of counselling interviews. Highlighted the need for management to listen to workers. The Bank Wiring Observation Room - Piecework Incentive Scheme. Group pressures stronger than financial incentives offered by management.
Experimental findings
Productivity unexpectedly increased under imposed adverse working conditions. The effect of incentive plans was less than expected.
Research conclusion
Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.
Organization size As size increases, so do the problems of coordination. Routineness of task technology Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or no routine technologies.
Environmental uncertainty What works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment. Individual differences
Individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.
Research on OB
- Behaviour is a difficult subject matter because it is an extremely complex phenomenon. - Behaviour is not totally unpredictable it has certain generalities and these has to be studies systematically .
Research terminology
Data collection