1. Management and Organization
Management and Organization
Management philosophies and organization forms change over time to meet new needs
Some ideas and practices from the past are still relevant and applicable to management today

2. SCIENTIFIC MANAGEMENT
F. W. Taylor—Father of scientific management
Did most of his work at Midvale & Bethlehem Steel Companies in Pennsylvania
Studied on workers employed to load pig iron freight cars

3. Scientific task planning Time and motion studies Standardisation
Key Concepts of Scientific Management
Scientific task planning
Time and motion studies
Standardisation
Differential piece rate system
Functional foremanship

4. General Administrative Theory/The management process school
Henri Fayol

5. 2-5

6. Hawthorne Studies Started in 1895
Hawthorne Studies
Started in 1895
Four experimental & three control groups
Five different tests
Test pointed to factors other than illumination for productivity
1st Relay Assembly Test Room experiment, was controversial, test lasted 6 years
Interpretation, money not cause of increased output
Factor that increased output, Human Relations

7. Human relations School
Also called neo-classical
By Elton Mayo
revealed the importance of social norms as determinants of individual work behavior
changed the dominant view that employees were no different from any other machines

8. known as the ‘Hawthorne Studies’ because were conducted at Western Electric’s Hawthorne plant near Chicago.
Following experiments were conducted
Illumination experiment
Relay assembly test room experiment

9. Bank wiring experiments
Also conducted
Mass interview
Personnel counseling
Psychological testing

10. The most important findings of the Hawthorne studies :
Organisation is a social system.
The human factor is the most important element in organisations.
Behavior and sentiments are closely related and the group influences affect individual behavior in a significant way.

11. Group standards are highly effective in establishing individual worker output.
Money is not so important in determining output when compared to group standards, group sentiments and security.
Happy employees are productive workers.

12. Peter F. Drucker
His chief contributions include:
Nature of Management
Management is a dynamic, life-giving element in an organisation.
Management is a distinct, discipline and a social function.
Managers should be creative and innovative in order to produce results. He opined that management is a great profession full of challenges.

13. Manager’s job-to set meaningful objectives in eight key areas of business
Market standing
Innovation
Productivity
Physical & financial resources
Profitability
Manager performance & development
Worker performance & social responsibility

14. MBO
Decentralization
Structure
Decision-making
Executive development

15. Recent Trends Systems Theory Contingency View Total Quality Management
Recent Trends
Systems Theory
Contingency View
Total Quality Management
(TQM)
Learning organization

16. Systems View of Organizations

17. Elements of a Learning Organization
Elements of a Learning Organization
Team-Based Structure
Learning Organization
Empowered Employees
Open Information
Exhibit 2.7

18. Learning Organizations and Knowledge Management
learning organization - one that has developed the capacity to continuously learn, adapt, and change
create learning capabilities throughout the organization
understanding that knowledge is an important resource

19. References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft