Admin Managent Scientific Method Bureaucratic method of management

1. THE SCIENTIFIC
METHOD OF
MANAGEMENT
R E P O R T E D BY J H O N C A R L O D. G U I YA B , R N

2. TAYLORISM
• Published by Frederick Winslow Taylor
• he described how the application of the scientific method to
the management of workers greatly could improve
productivity
• Scientific management methods called for optimizing the way
that tasks were performed and simplifying the jobs enough so
that workers could be trained to perform their specialized
sequence of motions in the one "best" way

3. SOLDIERING
• Taylor had observed the phenomenon of workers' purposely
operating well below their capacity
1. The almost universally held belief among workers that if they
became more productive, fewer of them would be needed and jobs
would be eliminated.
2. Non-incentive wage systems encourage low productivity if the
employee will receive the same pay regardless of how much is
produced, assuming the employee can convince the employer that
the slow pace really is a good pace for the job.
3. Workers waste much of their effort by relying on rule-of-thumb
methods rather than on optimal work methods that can be
determined by scientific study of the task.

4. TIME STUDIES
• that scientific management of the work was more effective than the
"initiative and incentive" method of motivating workers
• Scientific methods should be the way to do things not the use of the
rule of thumb
• Pig Iron
– This example suggests that workers should be selected according to how well they
are suited for a particular job.
• The Science of Shoveling
– Optimum shovels
• Bricklaying

5. 4 PRINCIPLES OF SCIENTIFIC
MANAGEMENT
1. Replace rule-of-thumb work methods with methods based on a scientific study of
the tasks.
2. Scientifically select, train, and develop each worker rather than passively leaving
them to train themselves.
3. Cooperate with the workers to ensure that the scientifically developed methods are
being followed.
4. Divide work nearly equally between managers and workers, so that the managers
apply scientific management principles to planning the work and the workers
actually perform the tasks.

6. DRAWBACKS
1. increased the monotony of work
2. the core job dimensions of skill variety, task identity, task significance, autonomy,
and feedback all were missing from the picture of scientific management
Frederick Taylor & Scientific Management. (n.d.). Retrieved November 30, 2016, from
http://www.netmba.com/mgmt/scientific/

7. THE
BUREAUCRATIC
MANAGEMENT
R E P O R T E D BY J H O N C A R L O D. G U I YA B , R N

8. MAX WEBBER
• Bureaucracy is an administrative system designed to
accomplish large-scale administrative tasks by systematically
coordinating the work of many individuals.
• Observed three types of power in organizations:
– traditional,
– charismatic and
– rational-legal or bureaucratic.

9. FEATURES (CHARACTERISTICS) OF
WEBER’S BUREAUCRACY
1. Administrative Class
2. Hierarchy
3. Division of Work
4. Official Rules
5. Impersonal Relationships
6. Official Record

10. ADMINISTRATIVE CLASS
• Bureaucratic organizations generally have administrative class
responsible for maintaining coordinative activities of the
members.
– (i) People are paid and are whole time employees,
– (ii) They receive salary and other perquisites normally based on their
positions,
– (iii) Their tenure in the organization is determined by the rules and
regulations of the organization,
– (iv) They do not have any proprietary interest in the organization,
– (v) They are selected for the purpose of employment based on their
competence.

11. HIERARCHY
• Hierarchy is a system of ranking various positions in
descending scale from top to bottom of the organization. In
bureaucratic organization, offices also follow the principle of
hierarchy that is each lower office is subject to control and
supervision by higher office.

12. DIVISION OF WORK
• Divided on the basis of specialization to take the advantages of division of
labor. Each office in the bureaucratic organization has specific sphere of
competence.
– (i) a sphere of obligations to perform functions which has been marked off as part
of a systematic division of labor;
– (ii) the provision of the incumbent with necessary authority to carry out these
functions; and
– (iii) the necessary means of compulsion are clearly defined and their use is subject
to definite conditions.
• division of labor try to ensure that each office has a clearly-defined area of
competence
• division of labor also tries to ensure that no work is left uncovered.

13. OFFICIAL RULES
• Basic and most emphasized feature of bureaucratic organization
• Rational approach to organization calls for a system of maintaining rules
to ensure twin requirements of uniformity and coordination of efforts by
individual members in the organization
• When there is no rule on any aspect of organizational operation, the
matter is referred upward for decision which subsequently becomes
precedent for future decision on the similar matter.
• Rules provide the benefits of stability, continuity, and predictability and
each official knows precisely the outcome of his behavior in a particular
matter.

14. IMPERSONAL RELATIONSHIPS
• Professional
• relationships among individuals are governed through the
system of official authority and rules
• decisions are governed by rational factors rather than
personal factors

15. OFFICIAL RECORD
• maintenance of proper official records
• decisions and activities of the organization are formally
recorded and preserved for future reference
• extensive use of filling system

16. BENEFITS OF BUREAUCRACY
1. The rules and procedures are decided for every work it leads to,
consistency in employee behavior. Since employees are bound to follow
the rules etc., the management process becomes easy.
2. The duties and responsibilities of each job are clearly defined there is
no question of overlapping or conflicting job duties.
3. The selection process and promotion procedures are based on merit
and expertise. It assists in putting right persons on right jobs. There is
optimum utilization of human resources.
4. The division of labor assists workers in becoming experts in their jobs.
The performance of employees improves considerably.
5. The enterprise does not suffer when some persons leave it. If one
person leaves then some other occupies that place and the work does not
suffer.

17. DISADVANTAGES OF BUREAUCRACY
1. This system suffers from too much of red tape and paper
work.
2. The employees do not develop belongingness to the
organisation.
3. The excessive reliance on rules and regulations and
adherence to these policies inhibit initiative and growth of the
employees. They are treated like machines and not like
individuals. There is neglect of human factor.
4. The employees become so used to the system, they resist to
any change and introduction of new techniques of operations.

18. DISADVANTAGES OF BUREAUCRACY
1. This system suffers from too much of red tape and paper
work.
2. The employees do not develop belongingness to the
organisation.
3. The excessive reliance on rules and regulations and
adherence to these policies inhibit initiative and growth of the
employees. They are treated like machines and not like
individuals. There is neglect of human factor.
4. The employees become so used to the system, they resist to
any change and introduction of new techniques of operations.

19. INVALIDITY OF BUREAUCRATIC
ASSUMPTIONS
• In fact, the source of bureau pathology lies in the invalidity of
various assumptions of ideal bureaucracy. Many authors have
questioned the validity of bureaucracy. In most of these cases,
either the conditions are not found in practice, or even if
found, may not result in efficiency.

20. ASPECTS OF BUREAUCRACY WORK
AGAINST EFFICIENCY OF THE
ORGANIZATION
1. Rules are normally provided for guidelines but often they become
source of inefficiency because of too much emphasis on rules, their
misuse, and people’s apathy from rules.
2. Rigid organizational hierarchy works against efficiency. It
overemphasizes superior- subordinate relationships unnecessarily
which is detrimental to congenial organizational climate.
3. In dealing with people, total impersonal approach cannot be
adopted because people have feelings, emotions and sentiments
which affect decision.
Chad, S. (2014). Weber’s Bureaucracy: Definition, Features, Benefits, Disadvantages and Problems. Retrieved November 30, 2016, from
http://www.yourarticlelibrary.com/management/webers-bureaucracy-definition-features-benefits-disadvantages-and-problems/27893/

21. THE
ADMINISTRATIVE
MANAGEMENT
R E P O R T E D BY J H O N C A R L O D. G U I YA B , R N

22. HENRI FAYOL
• the 14 most important principles of management
• the six primary functions of management

23. FAYOL'S 14 PRINCIPLES OF MANAGEMENT
1. Division of Work – When employees are specialized, output can increase because
they become increasingly skilled and efficient.
2. Authority – Managers must have the authority to give orders, but they must also
keep in mind that with authority comes responsibility.
3. Discipline – Discipline must be upheld in organizations, but methods for doing so
can vary.
4. Unity of Command – Employees should have only one direct supervisor.
5. Unity of Direction – Teams with the same objective should be working under the
direction of one manager, using one plan. This will ensure that action is properly
coordinated.
6. Subordination of Individual Interests to the General Interest – The interests of one
employee should not be allowed to become more important than those of the
group. This includes managers.
7. Remuneration – Employee satisfaction depends on fair remuneration for everyone.
This includes financial and non-financial compensation.

24. FAYOL'S 14 PRINCIPLES OF MANAGEMENT
8. Centralization – This principle refers to how close employees are to the decision-
making process. It is important to aim for an appropriate balance.
9. Scalar Chain – Employees should be aware of where they stand in the organization's
hierarchy, or chain of command.
10. Order – The workplace facilities must be clean, tidy and safe for employees.
Everything should have its place.
11. Equity – Managers should be fair to staff at all times, both maintaining discipline as
necessary and acting with kindness where appropriate.
12. Stability of Tenure of Personnel – Managers should strive to minimize employee
turnover. Personnel planning should be a priority.
13. Initiative – Employees should be given the necessary level of freedom to create and
carry out plans.
14. Esprit de Corps – Organizations should strive to promote team spirit and unity.

25. FAYOL'S SIX FUNCTIONS OF
MANAGEMENT
1. Forecasting.
2. Planning.
3. Organizing.
4. Commanding.
5. Coordinating.
6. Controlling.
E. (n.d.). Henri Fayol's Principles of Management: Early Management Theory. Retrieved
November 30, 2016, from https://www.mindtools.com/pages/article/henri-fayol.htm

26. THANKS