1. Organisation and Management
BA in Language and International Business Communication
3rd semester

2. History, Science, Perspectives
Bureaucracy: from church to secular society (from monasteries to schools, railways, civil administration).
Freemen and slaves and the maximization of private profit  plantations in the USA human resource management?
UK: slaves not allowed from 1807

3. History, Science and Perspectives Types of management control
The role of religion in disciplining workers
’The engagement of God as the supreme supervisor was a most convenient device’ (Anthony 1977)
Paternalism and routine disciplining of the employed
Apprenticeship and direct control in workshops

4. Main theories
From 1856 in Britain: limited liability legislation  huge commercial ventures such as Krupp in Germany (12,000 workers)
Two resolutions of how to ensure control
A market solution based on internal contractors  varying conditions for workers  trade unionism

5. Main theories
2) The military model (based on increased standardization of work conditions  work discipline)
Order, discipline and authority as the new order of bureaucracy.
Factory hands (specialized workers: overseen and supervised)
Ranch hands(jacks-of-all-trades: out of sight)
The meaning of space in management theory

6. Main theories: Jeremy Bentham
Jeremy Bentham’s Panopticon (a means for making work visible) = superordinate vision (used for prisons, factories, hospitals, etc.)  the threat of constant supervision  now replaced by video and computer monitoring.
The panopticon is no longer built of bricks and mortar

7. Main theories: F.W. Taylor
F.W. Taylor: Principles of Scientific management (1911)
Based on detailed observation, selection and training and a threat to internal contractors and to workers  strikes
Observed and timed work
Taylorism in our day: ’lean production’, ’total quality management’, ’business process reengineering’. Founding father of work-study and productivity-related pay systems.

8. Main theories: F.W. Taylor
Taylor’s four ’great principles of management’
1. Developing a science of work (measuring work to improve effectiveness)
2. Scientifically selecting the employee (fitting the worker to the job)
3. Combining the sciences of work and selecting and training of employees
4. Management and workers must specialize and collaborate closely (division of labour between management and workers)

9. Main theories: H. Fayol
Henri Fayol: engineer and founder of modern management (Administration Industrielle et Generale – 1916).
Management is also about training people at the top to plan, organize, command and control.
A manual for proper management listed as 14 principles (specialization of labour, authority, discipline, equity, personnel tenure, initiative and esprit de corps)

10. Main theories: E. Mayo
Elton Mayo (Australian and former medical student): Management as collaboration
’It must be possible for the individual to feel, as he works, that his work is socially necessary; he must be able to see beyond his group to the society. Failure in this respect will make disintegration inevitable. Social unity must be conscious unity, known and recognised by every group and individual; the alternative is disruption.’ (Mayo 1919).  the learning organization, empowerment.

11. Main theories: E. Mayo
Mayo and the Hawthorne Studies (carried out in the Hawthorne plant of the Western Electric organization near Chicago: 1920s)
 the Hawthorne effect (productivity rises when employees are valued and social relations are good)  emphasis on social relations  the workplace should be viewed as a social system made up of interdependent parts  Mayo and the Human relations school  staff interviews

12. Main theories: Chester Barnard
Chester Barnard (The functions of the Executive (1936)
Believed that managers should encourage strong moral values by being superior moral agents. Communication essential to decision making. Lines of communication should be short. Management should harness informal groupings.

13. Main theories: Mary P. Follett
Mary Parker Follett (Boston)(Dynamic Administration, 1941): Social responsibility
Saw the down-side of Taylor’s division of labour approach as it removed social bonds and created individualists.
Committed to participatory democracy and the empowerment of workers. Critical of Taylor, suggesting that his ideas ignore democratic principles.
Believed in co-operation of managers and employees.
’Management is a responsible discharge of necessary functions, not the privilege of elites’.

14. Summary
Rational rhetoric (upswings)  stresses the formalization and rationalization of management and organizations (e.g. Taylor)
Normative rhetoric (downswings)  stresses the importance of the orientation and attitudes of the employees (e.g. Follett)