1. Classical Organizational Theory

2. Management Perspectives
Scientific Management.
Historically-focused on management of workers and work.
Administrative Management.
Focused on how the overall organization should be structured.

3. Scientific Management
Frederick W. Taylor - study the “one best way”.
Four principles of scientific management.
Scientific job analysis.
Selection of personnel.
Management cooperation.
Functional supervising.
Soldiering – working below your capacity.

4. Administrative Management
Primary contributors:
Henri Fayol
Luther Gulick
Max Weber
Henri Fayol’s five basic management functions: a) planning, b) organizing, c) commanding, d) coordinating e) controlling

5. Fayol’s Fourteen Principles of Management
Remuneration.
Centralization.
Scalar chain.
Order.
Stability of personnel.
Initiative.
Esprit de corps.
Division of work.
Authority.
Discipline.
Unity of command.
Unity of direction.
Subordination of individual interest.

6. Luther Gulik Augmented Fayol’s five basic management functions.
POSDCoRB.
Seven functions: planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

7. Max Weber
A concept of bureaucracy based upon a comprehensive set of rational guidelines.
Weber’s “ideal” bureaucracy and Fayol’s fourteen principles of management laid the foundation for contemporary organizational theory.
Psychological and social factors in the workplace were ignored.

8. Human Relations Approach
Started with a series of studies conducted at the Hawthorne Plant of Western Electric.
Located near Chicago.
Conducted by Elton Mayo and his associates.

9. Hawthorne Studies
Both control and experimental groups improved when studied and interviewed
Human-social element operated in the workplace.
Group norms developed
In any different or experimental undertaking – improvement may take place
Called “The Hawthorne Effect”

10. Hawthorne Studies
These studies indicated that the understanding of human behavior, especially group behavior, from the perspective of management was firmly established.

11. Contributors-human Relations Approach
Kurt Lewin:
Field theory and group dynamics.
Democratic and authoritarian groups.
Carl Rogers:
Internal frame reference of the individual.
Jacob Moreno:
Interpersonal relationships between groups.
Groups with individuals that have similar affinities to each other will perform better.

12. Contributors-human Relations Approach
William Whyte:
Group conflict, status, workflow
Found selective preferences worked best.
George Homans:
Theory of Small Groups

13. Assumptions of Human Relations Approach
Employees motivated by social and psychological needs and by economic incentives.
These needs are more important than physical conditions of the work environment.

14. Behavioral Science Approach
Formed because of the inadequacy of human relations and classical mang. approaches.
Chester Barnard:
Effectiveness
Efficiency

15. Behavioral Science Approach
Abraham Maslow:
Five categories
Physical - Air, water, food, rest, and reproductive ability
Safety - protection from threats of well-being
Social -
Self-esteem the desire to believe that we are worthwhile, valuable people
Self-actualization - the desire to develop our potential to the maximum

16. Douglas McGregor
Theories of management developed by Douglas McGregor depicting two extreme positions representing the options available for the management of people.
Theory X describes workers who are disinterested in work and need manager control through incentives and punishments to be motivated.

17. Douglas McGregor
Theory Y is the management view that workers are self directed, intrinsically motivated, and want to take the responsibility for work and productivity.
Self-actualization: A term used by Maslow for the effort of the individual to fulfill his or her potential.
Theory Z: Is there one and what is it?

18. Frederick Herzberg
Hygiene Factors: factors that cause or prevent job dissatisfaction.
Motivation Factors: factors that cause job satisfaction.