Bureaucratic Organization

A sub-field of classical management

perspective that emphasized management on
an impersonal, rational basis through such
elements as clearly defined authority and
responsibility, formal record keeping and
separation of management from ownership
Max Webers belief
Rational authority will lead to efficiency
Rationality = employee selection and
advancement based on competence
Rules and written records for continuity

Elements of Bureaucratic Management
Labour is divided with clear definitions of
authority and responsibility that are
legitimized as official duties
Positions are organized in a hierarchy of
authority, with each position under the
authority of a higher one
All personnel are selected and promoted
based on technical qualifications which are
assessed by examination or according to
training and experience

Elements of Bureaucratic Management
Administrative acts and decisions are
recorded, in writing. Record keeping
provides organizational memory and
continuity
Management is separate from the ownership
of the organization
Managers are subject to rules and
procedures that will ensure reliable,
predictable behavior.
Rules are impersonal and uniformly applied
to all employees

Contribution by Mary Parker Follett

Importance of common super ordinate goal to
reduce conflict
More emphasis on importance of people than
engineering techniques
Address issues like ethics and how to lead in
a way that encourages employees to give
their best
Empowerment
How to facilitate rather than control
employees



Contribution by Chester Barnard

President of New Jersey Bell
Informal organizations within formal
structures and the power of informal
organization
Acceptance theory of authority : people have
free will and can chose whether to follow
managements orders. They follow as they
gain.

Humanistic Perspective (1930 1990)
A management perspective that emerged around
the late 19
th
century that emphasized
understanding human behaviour, needs and
attitudes in the workplace
Hawthorne Studies (Mayo)
A series of experiments on worker productivity
begun in 1924 at the Hawthorne plant of
Western Electric Company in Illinois, attributed
employees increased output to managers
better treatment of them during the study
Money was not the cause of increased output

Hawthorne Studies leading to
Human Relations Movement
Recent reanalysis of experiments
Impetus to human relations movement for
productivity improvement
Human relations movement
A movement in management thinking and
practice that emphasized satisfaction of
employees basic needs as the key to
increased worker productivity

Learning Organization
Leaning organization is a philosophy or an attitude.
Everyone is engaged is identifying and solving
problems,enabling the organization to continuously
experiment,improve and increase its capability to grow,
learn and achieve its purpose.
Developing leaning organization means making changes
in
Leadership
Team base structure
Employee empowerment
Open information
Participative strategy
Strong adaptive culture