Challenging the Orthodoxy and Human Relations School

8/2/2019 Challenging the Orthodoxy and Human Relations School

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Managing Governance 0809


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3 aspects that differentiate government formother institutions and activities: Breadth of scope

Public accountability

Political character

Less efficient? government is different because

government is politics


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Public administration as normativescience.

Administrative man, not economic man.

Bounded rationality A true scientific method be used in the study

of administrative phenomena, use logicalpositivism, and decision making as the heart

of true administration Refuted the principles of POSDCORB

merely proverbs


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Administrative efficiency is increased by aspecialization of the task among the group

Administrative efficiency is increased byarranging the members of the group in a

determinate hierarchy of authority Administrative efficiency is increased by limiting

the span of control at any point in the hierarchy toa small number

Administrative efficiency is increased by groupingthe workers, for the purposes of control,according to purpose, process, clientele andplace.

Validity easily subjected to empiricaltest?


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Before principles, first develop concepts,operation definitions

Concern: how an organization should be

constructed and operated in order toaccomplish its work efficiently Factors of efficiency: (a) limits of ability to

perform and (2) limits on ability to make

correct decisions bounded rationality Science, yes; but separate value from fact


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Doubts orthodox ideology, that execution can bemade into a science

Attacked the notion of immutable principles ofadministration, the inconsistencies of themethodology used in determining them, and the

narrowness of the values of economy and efficiency public administration as an essential element ofdemocratic governance

suggests the term public management asopposed to public administration

Debated with Herbert Simon Bring state, politics, bureaucracy VALUES back

into the discussion Minnowbrook conference - NPA


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Best Possible Man, Best Possible Work, BestPossible Effect

to increase job efficiency, worker

productivity, and satisfaction was to hireworkers for positions that fit their emotionaland mental abilities


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Natural antagonism of workman against theemployer

Employers must: build up certain attitudes

Bossism no orders at all Solution? Depersonalize the giving of order Law of the Situation


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General upward trend on production, independent

of any of the changes made Findings did not mesh with the then current theory

of Taylor, that workers were motivated solely byself-interest

The women exercising a new freedom, formed asocial atmosphere.

Workplaces are social environments. Peopleare motivated by much more than economic

interest. All aspects of the industrialenvironment carried social value.


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Acceptance Theory of Authority: managers onlyhave as much authority as employees allowthem to have. Acceptance depends on:

Employees must understand what themanager wants them to doEmployees must be able to comply with the

directiveEmployees must think that the directive is in

keeping with organizational objectivesEmployees must think that the directive is not

contrary to their personal goals.


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defining of objectives for each employee andthen comparing and directing theirperformance against the objectives which havebeen set

avoid 'the activity trap MBO principles are:

Cascading of organizational goals and objectives, Specific objectives for each member, Participative decision making, Explicit time period, and

Performance evaluation and feedback Objectives for MBO must be SMART

(Specific, Measurable, Achievable, Relevant,and Time-Specific)


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Supervisor

Subordinate


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Theory X Theory Y Management is responsible fororganizing the elements ofproductive enterprise in the interestof economic ends

Management is responsible fororganizing the elements ofproductive enterprise in the interestof economic ends

Directing efforts, motivating,controlling People are not by nature passive they have only become so

Without active intervention bymanagement, workers would bepassive

The motivations are all present inpeople, the management does notput them there

Man is by nature indolent, lacksambition, self-centered, resistant tochange, gullible

The essential task of managementis to arrange organizationalconditions and methods ofoperation so that people canachieve their own goals by directingtheir own efforts toward

organizational concerns


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Theory Z managers assume the averageworkers want to be involved in managing acompany and building trust among allorganizational members is central to raisingproductivity


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Assumptions Theory X Theory Y Theory Z

Workers

motivation

The only motivation

that works foremployees is money

Employees are

motivated by theirneeds to fulfill theirsocial, esteem, self-actualization andsecurity

Employees are motivated

by a strong sense ofcommitment to be part ofsomething worthwhile(self-actualization)

Workers

attitudetoward work

The employees dislike

work, avoidsresponsibility, andseeks only securityfrom work

Employees see work as

a natural activity andwill seek outopportunities to haveincreasedresponsibility andunderstanding of theirtasks

Employees will not only

seek out opportunities forresponsibility, they craveopportunities to advanceand learn more about thecompany

What will workwithemployers

workers will onlyrespond to coercion,control, direction, orthreatening,punishment or firing

workers will respondbest to favorableworking conditions thatdo not pose threats orstrong control

lifetime employment result in strong bonds ofloyalty, long termemployment, sharedresponsibility for decisions


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Single-loop learning

double-loop learning


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14 Points Create constancy of purpose and continual improvement Adopt the new (Japanese) philosophy Do not depend on (quality) inspection build quality into

the product and process Choose quality suppliers over low cost suppliers Improve constantly Training on the job Leadership not supervision Eliminate fear Break down internal barriers Eliminate slogans (exhortations) Eliminate numerical targets

Remover barriers to worker satisfaction including annualappraisals

Encourage self improvement and education for all Everyone is responsible for continual improvement in

quality and productivity particularly top management

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Challenging the Orthodoxy and Human Relations School