组织结构管理和变革讲义(PPT 38页)
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Leadership and Organisations
6BUS1001
LEADERSHIP and CHANGE (1)
ORGANISATIONAL STRUCTURE & MANAGEMENT and
ORGANISATIONAL CHANGE
Len Ryder
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
•Planning
2. The Functions of Management
Henri Fayol (1916)
- gather all information, define the task and make a workable plan
•Organising - brief the team, explain the plan, allocate tasks, set standards
4.
Recording: Activities and decisions are recorded in writing that form the organisational onal Rules and Procedures: all employees are equally subject to rules and procedures that
Max Weber (1947)
Weber states that a bureaucratic organisation is technically the most efficient form of organisation possible…………….. the bureaucratic organisation becomes typical of all the institutions of modern societies.
of a higher one with a clear chain of command
3.
Employment and career: all personnel selected and promoted on the basis of their technical
qualifications and offered a full-time career supported by thorough and expert training
•Commanding - monitor changes, assess the situation, make decisions, provide leadership
•Co-ordinating
- recognise individuals’ contributions, ensure all component tasks are working in harmony, encourage, discipline, motivate
Some of the most difficult changes are those related to Organisational STRUCTURE and CULTURE.
Changing the Organisational Structure involves redefining positions and responsibilities, re-engineering the company, redesigning jobs, departments and divisions or downsizing the organisation.
1. Mayo (1927) – Hawthorne Experiments 2. McGregor (1960) – Theory X & Theory Y
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE HUMAN RELATIONS APPROACH
1. Hawthorne Experiments
Embodied in the above are: •Replacement of the old rule-of-thumb method by a more scientific measurement of work derived from time-and-motion studies. •Standardisation of small work. •Sub-division of labour – each act preceded by preparatory acts by other workers (Specialisation) •Work planned by managers in advance •Workers given detailed and written instructions on what to do and how to do the work. •Higher wages from increased output (money being a motivator). •Alignment of workers’ ability to the task. •Selection, training and development of workers •Division of work between management and workers – elimination of the ‘boss’ and the duty of management to help workers.
Daft, 2008
ORGANISATIONAL STRUCTURE & MANAGEMENT
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
The Classical Approach to organisation, structure and management places an emphasis on formal structures, rules, hierarchies and common principles or organisation.
LEADERSHIP and CHANGE (1)
PREAMBLE
(click on the speaker icon below)
ORGANISATIONAL STRUCTURE & MANAGEMENT
LEADERSHIP and CHANGE (1)
Leading change is one of the greatest challenges for leaders.
(Pugh & Hickson, 1996)
Characteristics
1.
Job specialisation: jobs are broken down into simple, routine and well-defined tasks
2.
Authority hierarchy: Positions are in a hierarchy of authority, with each position under the authority
The Classical Approach is generally associated with the work of:
1. F.W.Taylor (1911) - Scientific Management 2. Henri Fayol (1916) - Management Functions 3. Max Weber (1947) - Bureaucracy
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
1. The Principles of Scientific Management (Taylorism) Frederick F. Taylor (1911)
1.Develop a science for each element of a man’s work, which replaces the old “rule-of thumb” method. 2.Scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could. 3.Managers heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed. 4.There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men.
Elton Mayo (1927)
Consequently, Management is a true science, resting upon clearly defined laws, rules and principles e.g. Factories, Call Centres
ORGANISATIONAL STRUCTURE & MANAGEMENT
Change can be inconvenient, painful and downright scary. Even when a change appears to be good for individual employees as well as the organisation, it can lead to decreased morale, lower commitment and diminished trust if not handled carefully.
ensure reliable and predictable behaviour
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE HUMAN RELATIONS APPROACH
Moved the focus away from the idea that workers were simply a part of the production process and emphasised the fact that people work better if they are treated like human beings
•Controlling - maintain standards, ensure all actions are towards objectives.
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
3. Bureaucracy
6BUS1001
LEADERSHIP and CHANGE (1)
ORGANISATIONAL STRUCTURE & MANAGEMENT and
ORGANISATIONAL CHANGE
Len Ryder
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
•Planning
2. The Functions of Management
Henri Fayol (1916)
- gather all information, define the task and make a workable plan
•Organising - brief the team, explain the plan, allocate tasks, set standards
4.
Recording: Activities and decisions are recorded in writing that form the organisational onal Rules and Procedures: all employees are equally subject to rules and procedures that
Max Weber (1947)
Weber states that a bureaucratic organisation is technically the most efficient form of organisation possible…………….. the bureaucratic organisation becomes typical of all the institutions of modern societies.
of a higher one with a clear chain of command
3.
Employment and career: all personnel selected and promoted on the basis of their technical
qualifications and offered a full-time career supported by thorough and expert training
•Commanding - monitor changes, assess the situation, make decisions, provide leadership
•Co-ordinating
- recognise individuals’ contributions, ensure all component tasks are working in harmony, encourage, discipline, motivate
Some of the most difficult changes are those related to Organisational STRUCTURE and CULTURE.
Changing the Organisational Structure involves redefining positions and responsibilities, re-engineering the company, redesigning jobs, departments and divisions or downsizing the organisation.
1. Mayo (1927) – Hawthorne Experiments 2. McGregor (1960) – Theory X & Theory Y
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE HUMAN RELATIONS APPROACH
1. Hawthorne Experiments
Embodied in the above are: •Replacement of the old rule-of-thumb method by a more scientific measurement of work derived from time-and-motion studies. •Standardisation of small work. •Sub-division of labour – each act preceded by preparatory acts by other workers (Specialisation) •Work planned by managers in advance •Workers given detailed and written instructions on what to do and how to do the work. •Higher wages from increased output (money being a motivator). •Alignment of workers’ ability to the task. •Selection, training and development of workers •Division of work between management and workers – elimination of the ‘boss’ and the duty of management to help workers.
Daft, 2008
ORGANISATIONAL STRUCTURE & MANAGEMENT
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
The Classical Approach to organisation, structure and management places an emphasis on formal structures, rules, hierarchies and common principles or organisation.
LEADERSHIP and CHANGE (1)
PREAMBLE
(click on the speaker icon below)
ORGANISATIONAL STRUCTURE & MANAGEMENT
LEADERSHIP and CHANGE (1)
Leading change is one of the greatest challenges for leaders.
(Pugh & Hickson, 1996)
Characteristics
1.
Job specialisation: jobs are broken down into simple, routine and well-defined tasks
2.
Authority hierarchy: Positions are in a hierarchy of authority, with each position under the authority
The Classical Approach is generally associated with the work of:
1. F.W.Taylor (1911) - Scientific Management 2. Henri Fayol (1916) - Management Functions 3. Max Weber (1947) - Bureaucracy
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
1. The Principles of Scientific Management (Taylorism) Frederick F. Taylor (1911)
1.Develop a science for each element of a man’s work, which replaces the old “rule-of thumb” method. 2.Scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could. 3.Managers heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed. 4.There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men.
Elton Mayo (1927)
Consequently, Management is a true science, resting upon clearly defined laws, rules and principles e.g. Factories, Call Centres
ORGANISATIONAL STRUCTURE & MANAGEMENT
Change can be inconvenient, painful and downright scary. Even when a change appears to be good for individual employees as well as the organisation, it can lead to decreased morale, lower commitment and diminished trust if not handled carefully.
ensure reliable and predictable behaviour
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE HUMAN RELATIONS APPROACH
Moved the focus away from the idea that workers were simply a part of the production process and emphasised the fact that people work better if they are treated like human beings
•Controlling - maintain standards, ensure all actions are towards objectives.
ORGANISATIONAL STRUCTURE & MANAGEMENT
THE CLASSICAL APPROACH
3. Bureaucracy