1. Scientific Management Organizational Structure
Lecture 2:
Scientific Management
and
Organizational Structure

2. Scientific Management: Taylorism Scientific Management: Fordism
PLAN FOR TODAY:
Scientific Management: Taylorism
Scientific Management: Fordism
Exercise
What do we mean by organizational structure?
Contingency theory
Mintzberg: Structures in 5’s

3. The beginnings of modern management and
modern ideas about organizational structure:
SCIENTIFIC MANAGEMENT
TAYLORISM – Frederick Winslow Taylor ( )
FORDISM – Henry Ford ( )

4. Scientific Management - Taylorism
Taylor’s principles:
‘Scientific methods’/time and motion studies
Clear division of task and responsibilities (little or no discretion)
Rigid hierarchy
Scientific selection
Precise training
Surveillance
‘One best way’

5. Scientific management - Fordism
Implementation of Taylorist principles
Efficient mass production
Deskilling
Assembly line
Increased speed of production
Total vertical integration

6. Discuss whether you think scientific
IN GROUPS:
Discuss whether you think scientific
management is still influential, and, if so,
where, and in what ways?
(approx 5 minutes)

7. WHAT DO WE MEAN BY ORGANIZATIONAL STRUCTURE?

8. DEFINITION OF ORGANIZATIONAL STRUCTURE:
THE SUM TOTAL OF THE WAYS IN WHICH
LABOUR IS DIVIDED INTO DISTINCT ACTIVITIES
AND THEN IS INTEGRATED
TO ACHIEVE THE ORGANIZATION’S PURPOSE/TASK/OBJECTIVES

9. SCIENTIFIC MANAGEMENT APPROACH TO STRUCTURE:
Clear division of task and responsibilities
(little or no discretion)
Rigid hierarchy
‘One best way’
(modelled on Ford)

10. CONTINGENCY THEORY (post Second World War):
Burns and Stalker; Woodward; Lawrence and Lorsch
No ‘one best way’
‘It all depends ….’ (it is all contingent on….)
Effective organisation depends on:
Technology
Environment (degree of change/uncertainty)
Size
Diversification
Internationalisation

11. 5 BASIC PARTS OF AN ORGANIZATION 5 TYPES OF ORGANIZATIONAL STRUCTURE
MINTZBERG:
5 BASIC PARTS OF AN ORGANIZATION
5 TYPES OF ORGANIZATIONAL STRUCTURE

12. MINTZBERG – 5 BASIC PARTS OF AN ORGANIZATION

13. ORGANIZATION CHART/ ORGANOGRAM

14. MINTZBERG: 5 BASIC PARTS OF AN ORGANIZATION:
OPERATING CORE: directly concerned with production of goods or delivery of services
MIDDLE LINE: managers in direct line between Strategic Apex and Operating Core
STRATEGIC APEX: top general managers (and support staff)
TECHNOSTRUCTURE: analysts not in the ‘line’
(accountants, work schedulers; long-range planners)
SUPPORT STAFF: indirectly support organization; not in the ‘line’
(personnel/human resources; legal; payroll; cafeteria)

15. MINTZBERG: 5 TYPES OF ORGANIZATION STRUCTURE
SIMPLE STRUCTURE
MACHINE BUREAUCRACY
PROFESSIONAL BUREAUCRACY
DIVISIONALIZED FORM
ADHOCRACY

16. MINTZBERG TYPE 1: THE SIMPLE STRUCTURE

17. MINTZBERG TYPE 2: THE MACHINE BUREAUCRACY

18. MINTZBERG TYPE 3: THE PROFESSIONAL BUREAUCRACY

19. MINTZBERG TYPE 4: THE DIVISIONALIZED FORM

20. MINTZBERG TYPE 5: THE ADHOCRACY

21. Next week:
Groups and teams
Essay topics
… see you then…