Managing peoples & organizations(part1)

05/01/2023By: Masoud khojastehfar

Managing People and Organization

05/01/2023 By: Masoud khojastehfar

What is the meaning of organizing?

• Organizing is about to establishing order in our interactions with others


What is Organization ?

• Organizations are groups of people who have come together to achieve a particular

goals


Perspectives about goals:

• Unitarist

• Pluralist

• Radical or Marxist

• Which one is better?


Organizations are means to achieve specific goals

and

organizational design is a technical matter and the rational

so


*Is Rational Approach the best way to slip

into Unitarist?


BUT

1- rational approach assumes that there is only one way of making sense of problem or situation

2- emphasis on rationality leads to missing the importance of emotions and feelings


The importance of emotionsemotion is a subjective, conscious experience characterized primarily by psychophysiological

expressions, biological reactions, and mental states

• Most of the time, we do not perform most of activities associated with organizing in a cool and rational way

Rather

• We have feelings about many such activities• Emotions are more important in services sections like airlines


Understanding human behavior

• 1-We can start from bottom –up by studying individuals behavior and to find definitions for them. This method should be done by psychology tools.(ie: interview)

• 2- we can start from a macro view and to individuals. This method is mostly based on sociology approach


Risks of studying organizations

• 1- organization is nothing more than mental structure and it has no dimension like objects

• 2- organizations are surrounded by economical, political, technical, social and natural environment and could not be studied in isolated conditions


What is Management?

• 1- To achieve goals through other people

• 2- The ability to define reality for others


Management Functions

ManagementFunctions

Planning Organizing

LeadingControlling


Where Managers WorkOrganizationA consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

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BY: M A S O U D K H O J A S T E H FA R

MANAGEMENT FUNCTIONS (CONT’D)

PlanningA process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

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OrganizingDetermining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

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LeadingA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

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ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.


Management SkillsTechnical skillsThe ability to apply specialized knowledge or expertise.

Human skillsThe ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual SkillsThe mental ability to analyze and diagnose complex situations.


In theory, theory and practice are the same.In practice, theory and practice are different.

From “LEADERSHIP ... with a human touch ”20 October 1998

Theory provides a sound basis for action BUT

if the action is to be effective the theory must

be adequate and appropriate to the task and

to improved organisational performance

MANAGEMENT THEORY


Emphasis on purpose, formal structure, hierarchy of

management, technical requirements and common principles of organisation.

This perspective was concerned with structuring organisations effectively.

Two major sub-groupings of this approach are:

Scientific Management (sometimes categorised as an approach in its own right)

Bureaucracy

MANAGEMENT THEORY CLASSICAL APPROACH


SCIENTIFIC MANAGEMENT

Emphasis on obtaining increased productivity fromindividual workers through the technical structuring ofthe work organisation and the provision of monetaryincentives as the motivator for higher levels of output.

Major Contributor - FW TAYLOR (1856 - 1917) - heldthe view that there was a best working method by whichpeople should undertake their jobs.



TAYLOR’S PRINCIPLES1-the development of a true science for each person’s

work. (separate planning from doing)

2-Each task scientifically analysed and the most efficient way found for doing. (job analysing)

3-the scientific selection, training and development of the workers. (job assignment)

4-co-operation with the workers to ensure work is carried out in the prescribed way and pay as per production rate.(payment method)



For Management:Increasing productivity, to have expert for each task,

save time not to switch workers from on job to another.

For Workers:Higher wage for additional productivity

Advantages of (Taylorism)


1-Specific goal is to get more output from the workers2-Incentive system would dehumanise the workplace

3-Inadequate views of employee motivation4-Result in work that is boring and meaningless

5-There is no opportunity for workers to think how they may be improved.

6-Disruption production due to considerable interdependence between workers

7-Ignoring emotions8-insisting on the one best way

9-ignoring workers interactions (psychological needs and capabilities of workers)

Disadvantages of Taylorism


MANAGEMENT THEORY CLASSICAL APPROACH(BUREAUCRACY)

Major Contributors:

Henri FayolLinda UrwickMax Weber – mostprominent of the three.

Weber proposed a bureaucratic form of structure that he believed would work for all organisations.

Embraced logic, rationality, efficiency.


MANAGEMENT THEORY CLASSICAL APPROACH(BUREAUCRACY)

Classical management considered that there is one, best organizations structure ; the principles are

1 -functional division of work2 -hierarchical relationship

3 -bureaucratic forms of control4 -narrow supervisory span

5 -closely prescribed roles

05/01/2023By: Masoud khojastehfarMANAGEMENT THEORY CLASSICAL APPROACH(BUREAUCRACY)

Weber’s Ideal Bureaucracy(1864-1920)

1-Job Specialisation2-Authority Hierarchy

3-Formal Selection and promotion4-Recording

5-Formal Rules and Regulations6-Impersonality and impartiality


WEBER’S IDEAL BUREAUCRACY(1864-1920)

Positive consequences

1-produces efficient, repetitive2-clarify who is in command

3 -most appropriate person appointed to a position4 -creates an organization history that is not dependent on

individual memory5 -employees know what is expected of them

6 -fosters efficiency, reduce bias

05/01/2023By: Masoud khojastehfarWEBER’S IDEAL BUREAUCRACY(1864-1920)Negative consequences

1 -prevents employees recognizing , caring about problems not in their domain1 -inhibits job rotation and flexible use of personnel

2 -prevent employees to contributing to decision 2 -allows errors to be hidden

3 -can restrict the psychological growth of the individual in their job3 -individuals throughout the company are promoted to their level of incompetence

4 -employees come to see record-keeping as an end in itself rather than means to an end4 -recorded precedents stifle attempts at company innovation; inhibits flexibility, adaptability

and responsiveness

5 -introduces delays; stifle initiative and creativity5 -leads to individual and sub-unit goals replacing organization objective; rules define

minimum levels of acceptable performance.

6 -dehumanizing prevents responding to unique features of clients who are treated as standard case

6 -creates a climate of alienation through the firms as employees come to see themselves as small cogs in a wheel


Average employee is lazy,dislikes work, and will try to doas little as possibleManager’s task is to superviseclosely and control employeesthrough reward andpunishment

Employees will do what is goodfor the organization whencommittedManager’s task is create a worksetting that encouragescommitment to organizationalgoals and providesopportunities for employees tobe exercise initiative

Other theories

Mary Parker Follett- Human side The “Hawthorne Effect” Douglas McGregor:


MANAGEMENT THEORYHuman Relation Approach

• The Hawthorne Effect: (George Elton Mayo)

• The tendency of people being observed to behave differently than they otherwise would


MANAGEMENT THEORYHuman Relation Approach• The Hawthorne Studies results

• 1- the motivating effect due the selection and involvement in the experiment • 2- the effect of participation as the women were consulted and informed by the

experimenters• 3- the effect of observers friendliness intensive which improved their morale• 4- a different and less intensive form of supervision which reduced their stress

while increasing their productivity • 5- the self-selected nature of the group creating higher levels of mutual

dependence and support for group working


Organizational BehaviorOrganizational behavior (OB):A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.


Studying Organizational Behavior

Leadership & Management

Managing peoples & organizations(part1)