1. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 1 MANAGEMENT AND ORGANIZATIONS – EVOLUTION AND ACADEMIC PERSPECTIVES Lecture 2

2. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 2 Early management practice Management in the ancient world: 4000BC – Egyptians – planning, control organizing 1500BC – Hebrews – management by exception, chain of command 1100AD – Ghazali – traits of a manager

3. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 3 Early management practice Management in the medieval world 1340AD Venetians – double entry bookkeeping 1525AD Machiavelli’s four main themes: Mass consent Cohesiveness Leadership Survival

4. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 4 Early management practice Management in during the Industrial Revolution: 1767 Sir James Stewart – source of authority and impact of automation 1810 Robert Owen – personnel management, training, worker’s housing 1832 Chares Babbage - scientific approach to work organization

5. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 5 THE STUDY OF ORGANIZATIONS Mainstream approaches: –Goal seeking –Order and hierarchy –Managerialsim –Organizational science Critical approaches: - Reflexive - Embedded - Multi-dimensional - Dialectical and contradictory - Socially transforming

6. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 6 The study of management The critical perspective on the study of management: Management is a social practice Tensions exist in management practice Critical studies are embedded Critical studies seek to illuminate and transform power relations Critical theory contains an emancipatory intent Critical analysis is concerned with the critique of ideology Critical theory implies a reconstruction of mainstream perspectives

7. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 7 SCIENTIFIC MANAGEMENT Perronet’s time study (1760) Scientific management - identify what each job involves Design appropriate tools Selection & training of appropriate employees Encourage high productivity through incentive-based wage structure Appropriate management of work Evidence of other people interested in application of work study Jevons - different size of spade for different material densities Babbage - application of strict division of labour and incentive payments

8. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 8 ADMINISTRATIVE MANAGEMENT WeberFayol Barnard

9. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 9 THE HUMAN RELATIONS SCHOOL England - Industrial Fatigue Research Board (First World War) America - Christian-based church group conference (1921) The Hawthorne Studies (1924-33)

10. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 10 THE QUANTITATIVE SCHOOL The impact of management science: Quality control Production-planning Forecasting methods Scenario planning

11. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 11 SYSTEMS APPROACHES TO MANAGEMENT Continuum of complexity in systems development Open system Studies of 1940s coal mining practices Sociotechnical nature of effective job design

12. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 12 SOCIOLOGICAL & OTHER PERSPECTIVES ON MANAGEMENT Critical as opposed to individual perspective of psychology Consider context in which behaviour takes place as opposed to just behaviour itself Marcuse (1964) Demonstration of possibility that use of certain terminologies can repress individuality and disguise exploitation Encourages creation of ‘false needs’ Reed (1989) Technical perspective Political perspective Critical perspective

13. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 13 NEW THINKING ABOUT ORGANIZATIONS AND MANAGEMENT Modernism and postmodernism Watson (1994) - will never be a single overall organization theory

14. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 14 POSTMODERNISM Postmodernism is meaningful in terms of its juxtaposition with modernism: Modernism is characterised by: a) Reason & Observation b) Fundamentalism c) Universal design d) Machine metaphor Postmodernism is characterised by: a) Representation b) Reflexivity c) Writing d) Difference e) De-centring the subject

15. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 15 Looking into the 21 st Century