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Scientific Management Organizational Structure

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Presentation on theme: "Scientific Management Organizational Structure"— Presentation transcript:

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…


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