Professional Documents
Culture Documents
(March 20, 1856 March 21, 1915), widely known as F. W. Taylor, was an American
mechanical engineer who sought to improve industrial efficiency. He is regarded as
the father of scientific management, and was one of the first management
consultants. Taylor was one of the intellectual leaders of the Efficiency Movement and
his ideas, broadly conceived, were highly influential in the Progressive Era. Taylor
believed that the industrial management of his day was amateurish, that
management could be formulated as an academic discipline, and that the best results
would come from the partnership between a trained and qualified management and a
cooperative and innovative workforce. Each side needed the other, and there was no
need for trade unions.
• The development of a science for each element of a man's work to replace the
old rule-of thumb methods.
• The scientific selection, training and development of workers instead of allowing
them to choose their own tasks and train themselves as best they could.
• The development of a spirit of hearty cooperation between workers and
management to ensure that work would be carried out in accordance with
scientifically devised procedures.
The division of work between workers and the management in almost equal shares,
each group taking over the work for which it is best fitted instead of the former
condition in which responsibility largely rested with the workers. Self-evident in this
philosophy are organizations arranged in a hierarchy, systems of abstract rules and
impersonal relationships between staff.
History
The term gets its name from a factory called the Hawthorne Works, where a series of
experiments on factory workers were carried out between 1924 and 1932.
This effect was observed for minute increases in illumination. Evaluation of the
Hawthorne effect continues in the modern era. Most industrial/occupational
psychology and organizational behavior textbooks refer to the illumination studies.
Only occasionally are the rest of the studies mentioned. In the lighting studies, light
intensity was altered to examine its effect on worker productivity.
In one of the studies, experimenters chose two women as test subjects and asked
them to choose four other workers to join the test group. Together the women worked
in a separate room over the course of five years (1927-1932) assembling telephone
relays.
Output was measured mechanically by counting how many finished relays each
dropped down a chute. This measuring began in secret two weeks before moving the
women to an experiment room and continued throughout the study. In the
experiment room, they had a supervisor who discussed changes with them and at
times used their suggestions. Then the researchers spent five years measuring how
different variables impacted the group's and individuals' productivity. Some of the
variables were:
• Changing the pay rules so that the group was paid for overall group production,
not individual production.
• Giving two 5-minute breaks (after a discussion with them on the best length of
time), and then changing to two 10-minute breaks (not their preference).
Productivity increased, but when they received six 5-minute rests, they disliked
it and reduced output.
• Providing food during the breaks.
• Shortening the day by 30 minutes (output went up); shortening it more (output
per hour went up, but overall output decreased); returning to the first condition
(where output peaked).
Changing a variable usually increased productivity, even if the variable was just a
change back to the original condition. However it is said that this is the natural
process of the human being to adapt to the environment without knowing the
objective of the experiment occurring. Researchers concluded that the workers
worked harder because they thought that they were being monitored individually.
Interviewing Program
The workers were interviewed in attempt to validate the Hawthorne Studies. The
participants were asked about supervisory practices and employee morale. The
results proved that upward communication in an organization creates a positive
attitude in the work environment. The workers feel pleased that their ideas are being
heard.
Henri Fayol, a French engineer and director of mines, was little unknown outside
France until the late 40s when Constance Storrs published her translation of Fayol's
1916 “Administration Industrielle et Generale”.
• Planning
• Organizing
• Commanding
• Coordinating activities
• Controlling performance
Notice that most of these activities are very task-oriented, rather than people-
oriented. This is very like.
Fayol laid down the following principles of organization (he called them
principles of management):
Initially, Taylor was very successful at improving production. His methods involved
getting the best equipment and people, and then carefully scrutinizing each
component of the production process. By analyzing each task individually, Taylor was
able to find the right combinations of factors that yielded large increases in
production.
Max Weber (1947) expanded on Taylor's theories, and stressed the need to reduce
diversity and ambiguity in organizations. The focus was on establishing clear lines of
authority and control. Weber's bureaucratic theory emphasized the need for a
hierarchical structure of power. It recognized the importance of division of labor and
specialization. A formal set of rules was bound into the hierarchy structure to insure
stability and uniformity. Weber also put forth the notion that organizational behavior
is a network of human interactions, where all behavior could be understood by looking
at cause and effect.
One of the first experiments that challenged the classical view was conducted by
Mayo and Roethlisberger in the late 1920's at the Western Electric plant in
Hawthorne, Illinois (Mayo, 1933). While manipulating conditions in the work
environment (e.g., intensity of lighting), they found that any change had a positive
impact on productivity. The act of paying attention to employees in a friendly and no
threatening way was sufficient by itself to increase output. Uri’s (1986) referred to
this as the "wart" theory of productivity. Nearly any treatment can make a wart go
away--nearly anything will improve productivity. "The implication is plain: intelligent
action often delivers results" (Uri’s, 1986, p. 225).
The Hawthorne experiment is quite disturbing because it cast doubts on our ability to
evaluate the efficacy of new management theories. An organization might continually
involve itself in the latest management fads to produce a continuous string of
Hawthorne effects. "The result is usually a lot of wheel spinning and cynicism"
(Pascale, 1990, p. 103). Pascale believes that the Hawthorne effect is often
misinterpreted. It is a "parable about researchers (and managers) manipulating and
'playing tricks' on employees." (p. 103) Erroneous conclusions are drawn because it
represents a controlling and manipulative attitude toward workers.
Writing in 1939, Barnard (1968) proposed one of the first modern theories of
organization by defining organization as a system of consciously coordinated
activities. He stressed in role of the executive in creating an atmosphere where there
is coherence of values and purpose. Organizational success was linked to the ability
of a leader to create a cohesive environment. He proposed that a manager's authority
is derived from subordinates' acceptance, instead of the hierarchical power structure
of the organization. Barnard's theory contains elements of both classical and
neoclassical approaches. Since there is no consensus among scholars, it might be
most appropriate to think of Barnard as a transition theorist.
Taylor, Weber, Barnard, Mayo, Roethlisberger, and Simon shared the belief that the
goal of management was to maintain equilibrium. The emphasis was on being able to
control and manipulate workers and their environment.
b) Scientific Management:
The scientific management movement emphasized a concern for task (output) i.e. it
considered the individual worker to be the basic unit of Organization. While the
Human Relations Movement stressed a concern for Relationships (people) i.e. the
informal group was now the basis of organization. The function of the leader under
scientific management was to set work criteria and enforce them on the workers and
was to be seen as the figure of high authority. While under the human relations
movement, the function of the leader was to facilitate cooperation and coordination
among the employees while providing assistance and opportunities for their
µpersonal growth and development and was to be seen as ³an agent for intra and
inter group communication´. Taylors avoided µinformal groups, but the human
relations movement supported their existence. The reason was that scientific
management portrayed the worker as mechanical, passive and a being that worked
only for monetary rewards and µthe one best way to achieve organizational goals was
to maintain as much rationality as possible. But the human relations movement
believed that the existence of such informal groups would facilitate the
communication and cooperation among members and would help achieve
organizational goals. Scientific management aimed at the growth of the organization
but paid little attention to the workers individual growth by exercising external control
over the workers performance.
While the human relations movement aimed at organizational growth, yet maintaining
the dedication to the individual growth of the worker. According to Taylor, the sole
motivator for a worker was monetary incentive. Therefore, the worker under scientific
management was an economic man. According to Mayo, satisfaction of social wants
of the workers like communication and the sense of acceptance was the driving force
of the organization. Therefore, the worker under the human relations movement was
a social man. Scientific management treated the worker as a human machine and
used the differential system for motivation. While, the human relations movement
held that the satisfaction of the worker was its main objective. According to the
human relations movement, satisfied workers are motivated workers and therefore
effective workers.
2. Chester Barnard, who was president of New Jersey Bell Telephone Company,
introduced the idea of the informal organization - cliques (exclusive groups of people)
that naturally form within a company. He felt that these informal organizations
provided necessary and vital communication functions for the overall organization
and that they could help the organization accomplish its goals.
Barnard felt that it was particularly important for managers to develop a sense of
common purpose where a willingness to cooperate is strongly encouraged. He is
credited with developing the acceptance theory of management, which
emphasizes the willingness of employees to accept that managers have legitimate
authority to act. Barnard felt that four factors affected the willingness of employees to
accept authority:
3. Max Weber
In the late 1800s, Max Weber disliked that many European organizations were
managed on a “personal” family-like basis and that employees were loyal to
individual supervisors rather than to the organization. He believed that organizations
should be managed impersonally and that a formal organizational structure, where
specific rules were followed, was important. In other words, he didn't think that
authority should be based on a person's personality. He thought authority should be
something that was part of a person's job and passed from individual to individual as
one person left and another took over. This no personal, objective form of
organization was called a bureaucracy.
• Competence: Competence, not “who you know”, should be the basis for all
decisions made in hiring, job assignments, and promotions in order to foster
ability and merit as the primary characteristics of a bureaucratic organization.
A clearly defined (and documented) set of rules and procedures: This is the
company handbook, and other written instruments of company policy
There are ten fundamental premises that will determine your overall management
success. Before we get to the five biggest challenges facing managers I thought I
would give you the ten since that are closely related.
1. When you have an issue, problem, failure, dysfunction or whatever – any - where in
the organization - look up the ladder for the cause and down the ladder for the
solution.
2. Everything that happens in an organization is the direct or indirect result of that
organization’s culture, philosophy and core beliefs.
3. You get the behavior you reward.
4. Effective management is not about the latest fad or philosophy. It is about a
fundament trust and respect for people and treating them accordingly.
5. Growing a business is not hard and it should be fun for everyone.
6. Integrity and ethics must be the foundation for all of your decisions and actions.
7. If you want effective and productive employees you must see employee
development as an investment and not a cost.
8. What employees want to be motivated and performance driven is appreciation,
recognition, validation and to feel important and to feel like they belong.
9. The job of management is not to motivate employees but to create a positive
motivational climate where employees take responsibility for their own motivation
and performance.
10. You are responsible to your employees and not for them.
·Corporate culture. Corporate, organization and department culture all flows from the
top down. The written and unwritten rules, policies and philosophy of a manager or
the organization all eventually find their way into the attitudes and performance of
almost everyone in the organization. One of the critical things to remember when
dealing with people is: you get the behavior you reward. If the culture directly or
indirectly rewards a certain type of attitude or behavior, you are, by your actions or
inactions, probably reaffirming that these are acceptable. If you want to change
behavior, you must first evaluate the culture that is in place that may be rewarding
the type of behavior you are getting but don’t necessarily want.
·Decision making. Many managers make decisions that other employees will either
have to implement or that will affect them. If these decisions are made without
bottom-up feedback, you can guarantee that the outcome of the decisions will be less
than desired or expected.
·Feedback mechanisms. Employees want to know how they are doing - whether
poorly or well. Failure to give them the feedback they need is to keep them in the
dark regarding the assessment of their performance and how and where they need to
improve.
1. Social environment
2. Economic environment
3. International environment
4. Technological environment
5. Political environment
6. Physical environment
The trends of these environments and there relevance for future managers are:
1. Changes in social environment
Factors that shape social environment
Population explosion
Education level
Leisure time
Public opinion
2. Changes in economic environment
3. Changes in technological environment
Automation
Information technology
4. Changes in physical environment
5. Changes in political environment
6. Changes in International environment