1. Approaches to Organisation and Management
Management and Organisational Behaviour
7th Edition
CHAPTER 3
Approaches to Organisation and Management

2. The importance of management theory
What leading writers say is an important part of the study of management
The relationships between the development of theory, behaviour in organisations & management practice are explored
Knowledge of the development of management thinking helps in understanding the principles that underlie the process of management
Knowledge of history helps in understanding the nature of management and OB
Many earlier ideas are of continuing importance

3. Main approaches to organisation, structure, & management
Figure 3.1
Main approaches to organisation, structure, & management

4. Classical approach to management
Classical writers thought of organisations in terms of purpose & formal structure
Emphasis was placed on the planning of work, technical requirements of the organisation, principles of management, and the assumption of rational and logical behaviour
A clear understanding of the purpose of the organisation was essential to understand how the organisation works and how its working methods can be improved

5. Common principles to the classical approach to management
Principle of coordination – the need for people to act together with unity of action, and need for discipline
The scalar principle – the hierarchy of organisation, the grading of duties and process of delegation
Functional principle – specialisation & distinction between different kinds of duties
Mooney & Reiley

6. Criticisms of the classical approach
Insufficient account taken of personality factors
Creates organisational structures where people can exercise only limited control over their work environment
Out-of-date approach

7. Scientific management
There is a best machine for each job, so there is a best working method by which people should undertake their jobs
All job processes should be analysed into discrete tasks & via this management find the ‘one best’ way to perform each task
Taylor

8. Principles of scientific management
The development of a true science for each person’s work
The scientific selection, training and development of workers
Co-operation with workers to ensure work is carried out in prescribed way
The division of work and responsibility between management and workers

9. Bureaucracy – the main characteristics
Tasks are allocated as official duties among the various positions
An implied clear-cut division of labour and a high level of specialisation
Uniformity of decisions and actions achieved through formally established systems of rules & regulations
An impersonal orientation expected from officials in their dealing with clients
Employment is based on technical qualifications

10. Bureaucracy – the main features
Specialisation
Hierarchy of authority
System of rules
Impersonality
Stewart

11. Criticism of bureaucracy
Over-emphasis on rules and procedures, record keeping and paperwork
Lack of flexibility and stifling of initiative
Position and responsibilities can lead to officious bureaucratic behaviour
Impersonal relations can lead to stereotyped behaviour and lack of responsiveness to individual incidents or problems Weber

12. Human relations approach
Is based on the consideration of the social factors at work and the behaviour of employees within an organisation
Particular importance is paid to the informal organisation and the satisfaction of individuals’ needs through groups at work
Hawthorne experiments acted as a turning point in the development of the Human Relations movement

13. Human relations approach – the criticisms
Weak methodology of Hawthorne experiments, including failure to take sufficient account of environmental factors
Adoption of a management approach, a ‘unitary frame of reference’ and over simplification of theories
Insufficiently scientific and takes too narrow a view, ignoring the role of the organisation within society

14. The systems approach
Attempts to reconcile the classical and human relations approaches
Attention is focused on:
the total work of the organisation
the inter-relationships of structures & behaviour
the range of variables within the organisation
The organisation is viewed within its total environment and the importance of multiple channels in interaction is emphasised

15. The contingency approach
Views the structure of an organisation and its success as dependent on:
the nature of tasks that are undertaken
the nature of environmental influences
There is no one best way to structure or manage organisations - it is dependent on the contingencies of the situation

16. A more recent view of organisations and management
Post modernism
A more recent view of organisations and management
Rejects a rational, systems approach and accepted explanations of society and behaviour
Places greater emphasis on the use of language and attempts to portray a particular set of assumptions or versions of the truth

17. Advantages of different approaches / categorisations
Provides a setting in which to view the field of management
Traces the major lines of argument developed by different writers
Provides a framework in which principles can be set and comparisons of management practice made
Helps in organisational analysis and identification of problem areas
Enables managers to select those ideas which best suit the requirements of their job

18. Not all writers can be neatly categorised
Caveats
The various approaches represent a progression of ideas and a pattern of complementary studies
Not all writers can be neatly categorised
Whilst there may be acceptance of the need for a framework there is no agreement on its shape
The distinction between certain ‘schools’ of thought are not clear cut

19. Management theory – comparing Western & Japanese thinking
1960s – Western management lacked curiosity about competition from Japan, with British and European managers obsessed by American examples
1970 & 80s - many sought to emulate the characteristics of Japanese management
Japanese methods have produced:
high levels of teamwork
an atmosphere of innovative ideas
a willingness to continually improve (Kaizen)