This document summarizes key concepts from classical organizational theory and the human relations approach. It discusses Taylor's scientific management theory and Gulick's POSDCORB functions of management. It also covers the Hawthorne studies conducted by Elton Mayo, which demonstrated the importance of socio-psychological factors in productivity. Finally, it discusses Abraham Maslow's hierarchy of needs and how the behavioral science approach contributed to understanding human behavior in organizations.

2. Case study
research
Presented By:
Hamna binate Ali (2016-1815)
IER, University of the Punjab

3. CONTENT
 INTRODUCTION
Educational Research
By L.R GAY
 CASE STUDY DEFINITION
 CLASSICAL ORGANIZATION THEORY
•SCIENTIFIC MANAGEMENT
•ADMINISTRATIVE MANAGEMENT
CASE
STUDY
TAYLOR’S THEORY
LUTHER GULICK THEORY

4. CONTENT
 BEHAVIORAL SCIENCE APPROACH
Educational Administration
Concept and practices
4th Edition
By Fred C. Lunenburg
 ABRAHAM MASLOW THEORY OF HIERARCHY OF NEED
Major
Developments of
Administrative
Theory
 CONCLUSION
 HUMAN RELATIONS APPROACH
•HATHORNE STUDIES

5. CASE STUDY
Case study research is a
qualitative research
approach in which
researchers focus on a unit
of a study known as a
bounded system.
pg,443

6. FOR EXAMPLE
 A classroom
A school

7. CLASSICAL ORGANIZATIONAL THEORY
It represents the merger
of scientific
management and
administrative
management.

8. What is Scientific Management?
Scientific Management
Also known as TAYLORISM
Scientific Management is the
science of discovering the most
efficient method of performing any
job.
-Louis Demfitz Brandies
(Ch, 12 –Lunenburg)

9. TYLORISM THEORY
 His theory had four core principles:
1. Find the one "best way" to perform
each task
2. Carefully match each worker to
each task
3. Closely supervise workers, and use
reward and punishment as
motivators
4. The task of management is
planning and control

10. Why TYLORISM not effected for current century ?
Taylor's scientific management theory proved successful in the
simple industrialized companies at the turn of the century, it
has not faired well in modern companies. The philosophy of
"production first, people second" has left a legacy of declining
production and quality, dissatisfaction with work, loss of pride
in workmanship, and a near complete loss of organizational
pride.

11. Impact of scientific management on public
administration
 The principles of Taylor’s theory is main contribution to the science of
administration.
 Taylor’s principles later popularise by such scholars Henri Fayol and Luther Gulick.
Its help the public to achieve
theirs goals of administration.
As well as purposes of
management.

12. LUTHER HASLSEY GULICK (1892-1993)
Luther Halsey Gulick was an American
political scientist, Professor of Municipal
Science and Administration at Columbia
University, and Director of its Institute
of Public Administration, known as an
expert on public administration.

13. GULICK’s OBSERVATION
Task are highly dissimilar
 Need improvements to
administrative structures
As well as in Methods
Have no design for
control

14. Seven Function of GULICK Theory
I. Planning
 Planning is the first step of
management function.
 It involves the determinants of
what is to be done? How is to
be done? It is a predetermine
course of action.
 It helps managers to anticipate
problems before they actually
arise.

15. II. Organizing
 Is the process of assigning
responsibilities and authorities
to employees.
 Manager should identify the
task and activities and allocate
them in such a way so that
there should be no
discrepancies between work
and employees, group of
people or departments.

16. iii. Staffing
 Includes the selection of
proper personnel for proper
job.
 It also includes the selection
and recruitment, promotion,
transfer and training of an
employee.
 It also take care the
requirement of manpower for
future.

17. iv. Directing
Directing includes the work
guiding and supervising
subordinates.
Each and every manager is
responsible for his / her
department and he/ she
should provide necessary
guidelines to his/ her
subordinates.

18. vi. Controlling
Consist in verifying in
whether everything in
undertaking proceeds in
conformity with the plans.
 Controlling include setting
standards and comparing the
actual performance with
standards performance.

19. vii. Reporting
 It is important element of
control. It includes daily
follow up of activities with
help of reports which are
submitted by subordinates
to his/ her superior.
Reporting keeps him/ her
informed with day to day
activities.

20. viii. Budgeting
Budget is an estimate of future
needs covering all the activities
of an enterprise for a definite
period of time.
 A budget is prepared for each
separate activity of business.
This is done to control the
expenses of organizations
within certain limit.

21. Why we need to follow GULICK functions of
management?
If these seven elements may be accepted as the major duties
of the chief executive, it follows that they may be separately
organized as subdivisions of the executive. The need for such
division depends entirely on the size and complexity of the
enterprise. In large enterprises, if the chief executive is unable
to do all the work, one or more parts of the POSDCORB may be
suborganized.

22. Purpose of classical organization
Classical management theory was rigid and mechanistic. The
shortcomings of classical organization theory quickly became
apparent. Its major deficiency was that it attempted to explain
peoples' motivation to work strictly as a function of economic
reward.

23. HUMAN RELATIONS APPROACH
Founder of human
relation movement.
Born Psychologist .
An industrialist researcher
and Organizational theorist.
Major work HAWTHORNE
STUDIES or EXPERIMENTS
(1888-1949 , Australia)
Elton Mayo

24. WHAT IS HAWTHORNE STUDIES ?
• The Hawthorne studies, is the study of human behaviors in
organization.
• Mayo was the inspirer of the famous Hawthorne experiments.
• The experiments were named after the Hawthorne works of
the Western Electric company in Chicago. They were
conducted by a team of Harvard Scienetists under Mayo’s
Leadership.

25. Experiments
Illumination Experiment
Bank Wiring Observation Group

26. Illumination Experiment (1924-1927)
Conducted by The National Research Council (NRC) of the National
Academy of Sciences with engineers from MIT
Measured Light Intensity vs. Worker Output
 Two groups were selected from among employees. One group was
placed in the room where lighting remained constant . Other group
was placed in another room where lighting varies periodically. •
 Result: – Output of both the groups increased steadily.
 Conclusions: – Lighting was a minor factor influencing on output

27. Relay Assembly Test Room Studies (1927-1929)
 Experiments were conducted by Elton Mayo
 It was conducted in 3 diff groups .the test group consist of six females workers.
 Frequent changes were made to measure effect on output:
• Pay Incentives (Each Girls pay was based on the other 5 in the group) Length of
Work Day & Work Week (5pm, 4:30 pm, 4pm)
• Use of Rest Periods (Two 5 minutes break)
• Company Sponsored Meals (Morning Coffee & soup along with sandwich)
 Results: Productivity of the group increased even when the improvements in
working conditions were withdrawn.
 Conclusions: Socio-psychological factors such as special attention , sense of
group pride and belonging exercise a greater influence on productivity than
working hours.

28. Basic principles of Human Relations approach ( or
the principles conclusions drawn from the
Hawthorne Experiments
• Workers are essentially social beings and they must first be understood as people if
they are to be understood as organization members. Theirs attitudes and
effectiveness are conditioned by social demands from both inside or outside the
work plant.
• Work is a group activity. Workers may react to management, the organization and
work itself as member of groups of informal organizations rather than as
individuals.
• The need for recognition, security and sense of belonging is more important in
determining a worker’s morale and productivity than the physical ability , stamina
and the physical conditions of under which he works.

29. Behavioral Science Approach
Its started in 19930’s and 1940’s and has gained increasing
recognition after WORLD WAR II.
The behavioral approach is an influential approach in the study
of social sciences. Its focus is mainly on human behaviors in
various settings. Often it is described as “Behavioral Revolution”
and “Behavioral Movement”.
-Herbert Simon
(Ch-15, pg 107 of Public Administration book by S.P NAIDU)

30. Behavioral Science Approach
Contribute
 Abraham Harold Maslow
(April 1, 1908 – June 8, 1970)
 American professor of
psychology who
created Maslow's hierarchy of
needs
 In individual study we check
Abraham Maslow’s
Hierarchy of Needs

31. Abraham Maslow’s
Hierarchy of Needs
Maslow's (1943, 1954) hierarchy of needs is a motivational
theory in psychology comprising a five tier model of human
needs, often depicted as hierarchical levels within a pyramid.
Maslow wanted to understand what motivates people. He
believed that people possess a set of motivation systems
unrelated to rewards or unconscious desires.

32. Abraham Maslow Hierarchy of needs five stage
model include
1. Biological and Physiological needs - air, food, drink,
shelter, warmth, sleep.
2. Safety needs - protection from elements, security,
order, law, stability, freedom from fear.
3. Love and belongingness needs - friendship, intimacy,
trust and acceptance, receiving and giving affection
and love. Affiliating, being part of a group (family,
friends, work).
4. Esteem needs - achievement, mastery,
independence, status, dominance, prestige, self-
respect, respect from others.
5. Self-Actualization needs - realizing personal
potential, self-fulfillment, seeking personal growth and
peak experiences.

33. References
Books
–Public Administration (concept and practices) by S.P NAIDU
-Educational administration (concept and practices) by
FRED C. LUNENBURG
Website References
https://books.google.com.pk/books?id=GWrZhzdhPfoC&prints
ec=frontcover#v=onepage&q&f=false
http://www.referenceforbusiness.com/encyclopedia/Gov-
Inc/Hawthorne-Experiments.html

34. References cont…..
• http://paissues.blogspot.com/2011/10/notes-on-theory-of-
organization-luther.html
• http://www.afidated.com/2014/10/theories-of-luther-halsey-
gulick-made.html
• https://en.wikipedia.org/wiki/Elton_Mayo
• https://en.wikipedia.org/wiki/Scientific_management
• http://www.instam.org/about/what-is-administrative-management
• http://www.simplypsychology.org/maslow.html

35. Conclusion As we all know that
building cannot attain
stability without proper
foundation , just like this
an organization cannot be
stable without following
these administrative
thoughts .

36. Thank you
Any Question ?