1hlnkers proponenLs on work

human processes and organlsaLlons

C888 C1 2011
rederlck 1aylor's
1 SLudy Lhe ways [obs are performed now and
deLermlne new ways Lo do Lhem
W CaLher deLalled Llme and moLlon lnformaLlon
W 1ry dlfferenL meLhods Lo see whlch ls besL
2 Codlfy Lhe new meLhods lnLo rules
W 1each Lo all workers Lhe new meLhod
3 SelecL workers whose skllls maLch Lhe rules
4 LsLabllsh falr levels of performance and pay a
premlum for hlgher performance
W Workers should beneflL from hlgher ouLpuL
,ary parker olleL
W CrganlzaLlons funcLlon on Lhe prlnclple of power
wlLh and noL power over
W PollsLlc naLure of communlLy and advanced Lhe ldea
of reclprocal relaLlonshlps ln undersLandlng Lhe
dynamlc aspecLs of Lhe lndlvldual ln relaLlonshlp Lo
oLhers
W rlnclple of lnLegraLlon focuses on power sharlng
Lhrough negoLlaLlon and employee parLlclpaLlon
W wlnwln soluLlons communlLybased soluLlons
sLrengLh ln human dlverslLy slLuaLlonal leadershlp
and a focus on process
,ax Weber
1 A forma| h|erarch|ca| structure
Lach level conLrols Lhe level below and ls conLrolled by
Lhe level above A formal hlerarchy ls Lhe basls of
cenLral plannlng and cenLrallzed declslon maklng
2 Management by ru|es
ConLrolllng by rules allows declslons made aL hlgh levels
Lo be execuLed conslsLenLly by all lower levels
3 Crgan|zat|on by funct|ona| spec|a|ty
Work ls Lo be done by speclallsLs and people are
organlzed lnLo unlLs based on Lhe Lype of work Lhey do
or skllls Lhey have
,ax Weber
4 An upfocused or |nfocused m|ss|on
up focused means Lhe organlzaLlons purpose ls Lo serve Lhe
sLockholders Lhe board or whaLever agency empowered lL
ln focused means Lhe mlsslon ls Lo serve Lhe organlzaLlon
lLself and Lhose wlLhln lL eg Lo produce hlgh proflLs Lo
galn markeL share or Lo produce a cash sLream
6 urpose|y |mpersona|
1o LreaL all employees equally and cusLomers equally and noL
be lnfluenced by lndlvldual dlfferences
7 Lmp|oyment based on techn|ca| qua||f|cat|ons
roLecLlon from arblLrary dlsmlssal
Penrl ayol
W Author|ty 1he rlghL Lo lssue commands along wlLh whlch
musL go Lhe balanced responslblllLy for lLs funcLlon
W |sc|p||ne Lmployees musL obey buL Lhls ls Lwoslded
employees wlll only obey orders lf managemenL play Lhelr
parL by provldlng good leadershlp
W Dn|ty of Command Lach worker should have only one boss
wlLh no oLher confllcLlng llnes of command
W Dn|ty of |rect|on eople engaged ln Lhe same klnd of
acLlvlLles musL have Lhe same ob[ecLlves ln a slngle plan 1hls
ls essenLlal Lo ensure unlLy and coordlnaLlon ln Lhe enLerprlse
unlLy of command does noL exlsL wlLhouL unlLy of dlrecLlon
buL does noL necessarlly flows from lL
Penrl ayol
W ubord|nat|on of |nd|v|dua| |nterest %Lo Lhe
general lnLeresL) ,anagemenL musL see LhaL Lhe
goals of Lhe flrms are always paramounL
W emunerat|on aymenL ls an lmporLanL
moLlvaLor alLhough by analyzlng a number of
posslblllLles
W Centra||zat|on %or uecenLrallzaLlon) 1hls ls a
maLLer of degree dependlng on Lhe condlLlon of
Lhe buslness and Lhe quallLy of lLs personnel
Penrl ayola
W ca|ar cha|n %lne of AuLhorlLy) A hlerarchy ls necessary for
unlLy of dlrecLlon 8uL laLeral communlcaLlon ls also
fundamenLal as long as superlors know LhaL such
communlcaLlon ls Laklng place Scalar chaln refers Lo Lhe
number of levels ln Lhe hlerarchy from Lhe ulLlmaLe auLhorlLy Lo
Lhe lowesL level ln Lhe organlzaLlon lL should noL be over
sLreLched and conslsL of Loomany levels
W Crder 8oLh maLerlal order and soclal order are necessary 1he
former mlnlmlzes losL Llme and useless handllng of maLerlals
1he laLLer ls achleved Lhrough organlzaLlon and selecLlon
W Lqu|ty ln runnlng a buslness a 'comblnaLlon of klndllness and
[usLlce' ls needed 1reaLlng employees well ls lmporLanL Lo
achleve equlLy
Penrl ayol
W tab|||ty of 1enure of ersonne| Lmployees work beLLer lf
[ob securlLy and career progress are assured Lo Lhem An
lnsecure Lenure and a hlgh raLe of employee Lurnover wlll
affecL Lhe organlzaLlon adversely
W n|t|at|ve Allowlng all personnel Lo show Lhelr lnlLlaLlve ln
some way ls a source of sLrengLh for Lhe organlzaLlon
W Lspr|t de Corps ,anagemenL musL fosLer Lhe morale of lLs
employees Pe furLher suggesLs LhaL real LalenL ls needed
Lo coordlnaLe efforL encourage keenness use each
person's ablllLles and reward each one's merlL wlLhouL
arouslng posslble [ealousles and dlsLurblng harmonlous
relaLlons"
ChesLer 8arnard
W 1he elemenLs of Lhe organlzaLlon are
CommunlcaLlon
Wllllngness Lo Serve
A Common urpose
W A CooperaLlve SysLem lncludes physlcal
8lologlcal ersonal Soclal ComponenLs
W SLrong role of leadershlp and Lhe execuLlve
funcLlon
8ensls lkerL
W Lxp|o|t|ve author|tat|ve system (1)
1he [ob of employees/subordlnaLes ls Lo ablde by Lhe declslons made
by managers and Lhose wlLh a hlgher sLaLus Lhan Lhem ln Lhe
organlsaLlon 1he subordlnaLes do noL parLlclpaLe ln Lhe declslon
maklng 1he organlsaLlon ls concerned slmply abouL compleLlng Lhe
work 1he organlsaLlon wlll use fear and LhreaLs Lo make sure
employees compleLe Lhe work seL 1here ls no Leamwork lnvolved
W enevo|ent author|tat|ve system (2)
ueclslons are made by Lhose aL Lhe Lop of Lhe organlsaLlon and
managemenL Powever employees are moLlvaLed Lhrough rewards
%for Lhelr conLrlbuLlon) raLher Lhan fear and LhreaLs lnformaLlon
may flow from subordlnaLes Lo managers buL lL ls resLrlcLed Lo
whaL managemenL wanL Lo hear"
8ensls lkerL
W Consu|tat|ve system (3)
SubordlnaLes are moLlvaLed by rewards and a degree of lnvolvemenL ln Lhe
declslon maklng process ,anagemenL wlll consLrucLlvely use Lhelr
subordlnaLes ldeas and oplnlons Powever lnvolvemenL ls lncompleLe and
ma[or declslons are sLlll made by senlor managemenL 1here ls a greaLer
flow of lnformaLlon %Lhan ln a benevolenL auLhorlLaLlve sysLem) from
subordlnaLes Lo managemenL
W art|c|pat|ve (group) system (4)
,anagemenL has compleLe confldence ln Lhelr subordlnaLes/employees
1here ls loLs of communlcaLlon and subordlnaLes are fully lnvolved ln Lhe
declslon maklng process SubordlnaLes comforLably express oplnlons and
Lhere ls loLs of Leamwork 1eams are llnked LogeLher by people who are
members of more Lhan one Leam lkerL calls people ln more Lhan one
group llnklng plns" Lmployees LhroughouL Lhe organlsaLlon feel
responslble for achlevlng Lhe organlsaLlon's ob[ecLlves 1hls responslblllLy
ls moLlvaLlonal especlally as subordlnaLes are offered economlc rewards
for achlevlng organlsaLlonal goals whlch Lhey have parLlclpaLed ln seLLlng
eLer urucker
W urpose and mlsslon
W roducLlve work and worker achlevemenL
W Soclal lmpacL and responslblllLles
W 1lme dlmenslon declslon and acLlon
W AdmlnlsLraLlon and enLrepreneurshlp
urL ewln
CrganlsaLlonal change
W unfreeze
W Change
W 8efreeze
Dnfreeze
1 ueLermlne whaL needs Lo change
Survey Lhe organlzaLlon Lo undersLand Lhe currenL sLaLe
undersLand why change has Lo Lake place
2 Lnsure Lhere ls sLrong supporL from upper managemenL
use SLakeholder Analysls and SLakeholder ,anagemenL Lo ldenLlfy and wln Lhe supporL of key
people wlLhln Lhe organlzaLlon
rame Lhe lssue as one of organlzaLlonwlde lmporLance
3 CreaLe Lhe need for change
CreaLe a compelllng message as Lo why change has Lo occur
use your vlslon and sLraLegy as supporLlng evldence
CommunlcaLe Lhe vlslon ln Lerms of Lhe change requlred
Lmphaslze Lhe why"
4 ,anage and undersLand Lhe doubLs and concerns
8emaln open Lo employee concerns and address ln Lerms of Lhe need Lo change
Change
1 CommunlcaLe ofLen
uo so LhroughouL Lhe plannlng and lmplemenLaLlon of Lhe changes
uescrlbe Lhe beneflLs
Lxplaln exacLly Lhe how Lhe changes wlll effecL everyone
repare everyone for whaL ls comlng
2 ulspel rumours
Answer quesLlons openly and honesLly
ueal wlLh problems lmmedlaLely
8elaLe Lhe need for change back Lo operaLlonal necesslLles
3 Lmpower acLlon
rovlde plenLy of opLlons for employee lnvolvemenL
Pave llne managers provlde dayLoday dlrecLlon
4 lnvolve people ln Lhe process
CeneraLe shorLLerm successes Lo relnforce Lhe change
negoLlaLe wlLh exLernal sLakeholders as necessary %such as employee organlzaLlons)
efreeze
1 Anchor Lhe changes lnLo Lhe culLure
ldenLlLy whaL supporLs Lhe change
ldenLlfy barrlers Lo susLalnlng change
2 uevelop ways Lo susLaln Lhe change
Lnsure leadershlp supporL
CreaLe a reward sysLem
LsLabllsh feedback sysLems
AdapL Lhe organlzaLlonal sLrucLure as necessary
3 rovlde supporL and Lralnlng
eep everyone lnformed and supporLed
4 CelebraLe success!
eLer Senge
W lfLh dlsclpllne
SysLems Lhlnklng
ersonal masLery
,enLal models
8ulldlng shared vlslon
1eam learnlng
PawLhorne sLudles 1923s
W Sponsored by Lhe WesLern LlecLrlc
W ConducLed by a Leam of researchers
LlLon ,ayo
rlLz 8oeLhllsberger
W AL Lhe PawLhorne works an lndusLrlal
manufacLurlng faclllLy ln llllnols) for a seven
year perlod
PawLhorne sLudles 1923s
W LxperlmenLs ln lllumlnaLlon
1rled Lo undersLand Lhe effecL of varled
lllumlnaLlon levels on producLlvlLy of workers
ound LhaL producLlvlLy lncreased and decreased
ln experlmenLal and conLrol groups
no llnear relaLlonshlp beLween lllumlnaLlon and
producLlvlLy
SpeculaLlon on Lhe 'observer' effecL 1he
PawLhorne effecL
PawLhorne sLudles 1923s
W 1he relay assembly LesL room sLudy
Work room LemperaLures and humldlLy
Work schedule
8esL breaks
ood consumpLlon
W no paLLern observed new LhoughL and
speculaLlon
W 1he researchers suspecLed LhaL employee
aLLlLudes and senLlmenLs were crlLlcal varlables
LhaL were noL prevlously Laken lnLo accounL
PawLhorne sLudles 1923s
W LxperlmenLs ln lnLervlewlng workers
AbouL 20000 workers lnLervlewed
no preconcleved hypoLhesls
SympaLheLlc and sklll ful llsLenlng Lo workers
ormulaLlon of guldellnes for lnLervlewlng and
pracLlcal llsLenlng skllls
W 1he dlscovery of Lhe lofotmol organlsaLlon and lLs
telotloosblp Lo Lhe formal organlsaLlon beglns
W A revelaLlon of Lhe soclal lnLerpersonal dynamlcs
of people aL work
PawLhorne sLudles 1923s
8ehavloural norms seL by Lhe work group has a
powerful lnfluence over Lhe producLlvlLy of Lhe
group
ower of Lhe peer group on lndlvldual behavlour
and producLlvlLy ls reallsed
1he PawLhorne effecL
W eople's knowledge LhaL Lhey are belng
sLudled leads Lhem Lo modlfy Lhelr behavlour
1990s
W ,arLln Sellgman's poslLlve psychology of hope
and sLrengLh
2000s
W red uLhan's framework of poslLlve
organlsaLlonal behavlour
ocus on enhanclng Lhe sLrengLhs of lndlvlduals
oslLlve sychology movemenL uavld
Cooperrlder ,arLln Sellgman among oLhers
,ovemenLs llke AppreclaLlve lnqulry belng used
for CrganlsaLlonal change
CC1AACL on organlsaLlonal culLure
W C openness
C confronLaLlon
1 LrusL
AauLonomy
proacLlon
A auLhenLlclLy
C collaboraLlon
L experlmenLaLlon