Systems approach to management developed after 1950. Many pioneers during as E.L Trist, AK Ria, F.E. Kast, and R.A Johnsm have made significant contributions to this approach. This systems approach looks upon the management as a ‘System’ of as an organized whole make up of sub-systems integrated into a unity or orderly totality. The attention should be given so overall effectiveness of the system rather than effectiveness of any sub-system if isolation. It took where management process school left off in attempting to unify management theory. It emphasizes the inter-relatedness and inter-dependence of all activities within an organisation. It is based on system analysis. It attempts to identify the nature of relationships of various parts of the system. A system is a set of inter-connected elements or component parts to achieve certain goals. An organisation is viewed by the modern authors as an open system. An organisation as a system Continue reading
Principles of Management
Deal and Kennedy’s Organizational Culture Model
As a lead up to the discussion on corporate culture in people’s management, it is important to consider Deal and Kennedy’s contribution. Deal and Kennedy suggests that ‘People are a company’s greatest resource, and the way to manage them is not directly by computer reports, but by the subtle cues of a culture’ Deal and Kennedy (2000) examined organisational culture from a different perspective, concluding that there are six interrelated elements which define organisational culture. These are: The history of the organisation, because shared past experiences shape current beliefs and values and the traditions which organisation is built on. For example, firms often draw on their heritage and use this as part of their branding strategy, as well as asserting a belief in traditional values. The values and beliefs of the organisation are critical as these focus on the shared beliefs of employees and the organisation as a whole, including the written and underwritten Continue reading
Decentralization – Meaning, Advantages and Disadvantages
Meaning of Decentralization Delegation of authority and duties is usually referred to as decentralization in which set up the organization is divided into different section and departments in order to help the organization grow scientifically and with a purpose of direction leading to harmony in relations and healthy atmosphere which generally is absent in centralized system of organization. Decentralization of authority, holds Koontz and O’Donnell, “is a fundamental phase of delegation.” To the extent that authority is not delegated is obviously centralization. In the words of Henry Fayol, “every thing that goes to increase the importance of the subordinate’s role is decentralization.” Decentralization is diffusion of authority. It is a process by which specific responsibility is assigned to subordinates. Such a responsibility, when assigned to subordinates, is always followed by sufficient authority which also is given to the executive and other subordinates at lower levels. Decentralization, therefore, refers to assigning Continue reading
Compare and Contrast Herzberg’s Two Factor Theory with Vroom’s Expectancy Theory of Motivation
Herzberg’s Theory of motivation suggests that there are two factors that affect human behavior and motivation at work; these are called hygiene and motivating factors. Hygiene factors are those that de-motivate staff if they are not in place, whereas motivators are those that are used to motivate staff. The five main attributes that Herzberg suggested were motivators are, recognition, achievement, responsibility, advancement and the nature of work itself. Hygiene factors include, supervision, salary, the work environment, company policies and relationships with colleagues. Vroom’s theory of motivation suggests that there is a link between effort and reward. His theory is based on an employee’s perception of their job, underlined against valence, instrumentality and expectancy. There are two types of theories concerning motivation of employees. There are content theories which assume that people have the same needs and process theories which suggest people are motivated by different things. Herzberg’s two factor theory Continue reading
Decentralization of Authority
By decentralization of authority we mean dispersal of decision-making authority at various levels in the organization. In a centralized set-up, decision-making authority is concentrated at the top-level of the management, whereas in the decentralized set-up, many important decisions are made at the lower level also. The most significant feature of decentralization of authority is that most of the decisions made at the lower level do not need approval of the seniors. This means greater freedom is given in decision-making to lower level managers and supervisors in the organization. Factors Determining the Degree of Decentralization Importance and significance of the decision: One of the important factors determining the degree of decentralization of authority is costliness of the decision. Normally, decisions which are costly in terms of money value involved or in terms of factors like goodwill and image of the establishment, employee morale or motivation tend to be centralized at the Continue reading
The Impact of Bureaucratic Structure in Organizations
A bureaucracy is a form of organisation based on logic, order, and the legitimate use of formal authority. Bureaucracies are meant to be orderly, fair, and highly efficient. Max Weber, a German theorist, was the first person to introduce many of the concepts of bureaucracy. During the 18th and 19th century period many employees worked only for themselves and in a workplace environment that was primarily focused on getting the job done in whichever way possible unconcerned with efficiency. Weber’s idea was to use regulation by rules, policies, supervision, reward systems and other mechanisms to make sure that the behavior and standards of the employees are always met and making the contemporary workplace more organized. The six key principles of bureaucracy that Weber identified were; division of work, hierarchy, promotions, record-keeping, business as a separate legal entity and rules and regulations. Many businesses today have benefited from Weber’s work. Division Continue reading