Managing peoples & organizations(part1)

8/31/2015By: Masoud khojastehfar
Managing People and
Organization

What is the meaning of organizing?
• Organizing is about to establishing
order in our interactions with others
8/31/2015 By: Masoud khojastehfar

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 emotions
emotion 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
By: Masoud khojastehfar
Management
Functions
Planning Organizing
LeadingControlling
8/31/2015

Where Managers Work
Organization
A 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.
8/31/2015

MANAGEMENT FUNCTIONS (CONT’D)
B Y : M A S O U D K H O J A S T E H F A R
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

Organizing
Determining 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.

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

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

Management Skills
Technical skills
The ability to apply specialized
knowledge or expertise.
Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.
Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
8/31/2015


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 from
individual workers through the technical structuring of
the work organisation and the provision of monetary
incentives as the motivator for higher levels of output.
Major Contributor - FW TAYLOR (1856 - 1917) - held
the view that there was a best working method by which
people should undertake their jobs.
MANAGEMENT THEORY
CLASSICAL APPROACH

TAYLOR’S PRINCIPLES
1-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)
MANAGEMENT THEORY
CLASSICAL APPROACH

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 workers
2-Incentive system would dehumanise the workplace
3-Inadequate views of employee motivation
4-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 emotions
8-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 Fayol
Linda Urwick
Max Weber – most
prominent 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 work
2- hierarchical relationship
3- bureaucratic forms of control
4- narrow supervisory span
5- closely prescribed roles

MANAGEMENT THEORY
CLASSICAL APPROACH
(BUREAUCRACY)
Weber’s Ideal Bureaucracy(1864-1920)
1-Job Specialisation
2-Authority Hierarchy
3-Formal Selection and promotion
4-Recording
5-Formal Rules and Regulations
6-Impersonality and impartiality

WEBER’S IDEAL BUREAUCRACY(1864-1920)
Positive consequences
1-produces efficient, repetitive
2-clarify who is in command
3- most appropriate person appointed to a position
4- creates an organization history that is not dependent on
individual memory
5- employees know what is expected of them
6- fosters efficiency, reduce bias

WEBER’S IDEAL BUREAUCRACY(1864-1920)
Negative consequences
1- prevents employees recognizing , caring about problems not in their domain
1- 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 job
3- 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 end
4- recorded precedents stifle attempts at company innovation; inhibits flexibility, adaptability
and responsiveness
5- introduces delays; stifle initiative and creativity
5- 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 do
as little as possible
Manager’s task is to supervise
closely and control employees
through reward and
punishment
Employees will do what is good
for the organization when
committed
Manager’s task is create a work
setting that encourages
commitment to organizational
goals and provides
opportunities for employees to
be exercise initiative
Other theories
 Mary Parker Follett- Human side
 The “Hawthorne Effect”
 Douglas McGregor:

MANAGEMENT THEORY
Human Relation Approach
• The Hawthorne Effect: (George Elton Mayo)
• The tendency of people being observed to
behave differently than they otherwise would

MANAGEMENT THEORY
Human 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 Behavior
Organizational 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.
8/31/2015

Studying Organizational Behavior

Managing peoples & organizations(part1)

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