Beruflich Dokumente
Kultur Dokumente
in groups, efficiently accomplish selected aims. o Koontz & Weihrich (1990) Classical Theory o Scientific Theory Frederic Winslow Taylor (1856-1915) Application of scientific methods Rational planning and organizing Lower costs Inc pay due to inc productivity Four Principles 1 develop a science for each element of work 2 scientifically select, train, and develop employees 3 cooperation between managemnt and workforce to ensure adherence to methods 4 divide work almost equally between management and workers o Modern Operational-Management Henri Fayol (1841-1925) Five key independent functions y Planning y Organizing y Command y Coordination y Control 14 Principles Efficiency due to specialisation Responsibility arising from authority Good superiors at all levels Orders from one superior only Group should have same objective with one head/plan Management must reconcile Fair and satisfactory pay Extent of delocalisation of authority Sensible, clear line of authority Right thing in right place Equal opportunity Limited turnover Thinking out and execution of plan
Division of work Authority/Responsibility Discipline Unity of command Unity of direction Subordination to general interest Remuneration Centralization Scalar chain Order Equity Stability of tenure Initiative Espirt de corps
Bureaucratic approach Max Weber (1864-1920), sociologist Based on power & authority Power ability to get things done (often by threats/sanctions) Authority ability to get things done (justified by legitimacy) Formal, hierarchical approach Extensive rules and procedures Job description clear cut labour division & high specialisation Discipline Classical theory o Contributions Thought of organisation in terms of purpose and structure Established job design, scientific selection and worker development Backbone to modern theories Fundamental principles y Personal goal setting y Management by objectives (setting and understanding objectives) One best way y Bench marking y Standardisation y Evidence based practice Incentives y Bonuses y Performance related pay o Limitations Not evidence based - no empirical work Ignores human/social factors Treats workers like machines Over emphasis on rules/procedures Appropriate in past when environment was stable/predictable Modern Theory o Human relations approach Informal organisations Inc attention to work related social factors Social/psychological needs Individual and group Co-action between manager and worker o System approach See organisation both as a whole and part of a wider environment Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives o
Contingency approach Structure/system dependent on contingences of situation If this happens approach Change of managemnt approach depending on situation Need for flexibility
Organisational structure y y y y y y Structure is the formal system of task and reporting relationship to control, coordinate and motivate employees to achieve goals Formal organisation intentional structure set by company Informal organisation personal/social relationships arsing spontaneous e.g. company bowling team Operating component people who undertake work, provide services Administrative component supervision and coordination Components of an organisation o Operational core Direct concern with performance of operations Doctors, nurses o Operational support Concerned with flow of work Quality control, tech services o Organisational support Provision of services for whole organisation Usually outside flow of work HR, accounting o Top management Broad objectives, policy, strategic decisions MD, CEO, CFO, trustees o Middle management Coordination and integration of activities Link other components Divisional manger, ward sister Classification of organisations o Private/Public sector sorted by ownership and finance o Profit/Non-profit o Products/service Activities and managemnt directed towards goals o Goals become strategy to provide guidelines for structure and operations Power/influence must be strengthened by social responsibility Objectives set out specific goals, aims and desired results Policy developed from objectives, translated into rules/plans/procedures SWOT analysis o Strengths positive aspects/competencies upon which organisation is built o Weaknesses negative aspects/deficiencies
y y y y y
o o
Opportunities favourable conditions which often arise from change in external environment Threats unfavourable conditions
Role of a Manager