doctoral report manaxcxgement philosophy

7/29/2019 Doctoral Report Manaxcxgement Philosophy

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PhilosophyBehind Human

OrganizationsReporter: ROY C. TUBALLA


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Topics:

Schools of Historical Thought andTheir Components by Decade

Organizing and Contingency Approach

Factors that influence the contingency

theory

Delegation of Authority

Features of Organization


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Schools of Historical Thought andTheir Components by Decade

1. Organization theory prior to 1900:Emphasized the division of labor and the

importance of machinery to facilitate labor

2. Scientific management (1910s-)

Described management as a science with

employers having specific but different

responsibilities; encouraged the scientificselection, training, and development of

workers and the equal division of work

between workers and management


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c oo s o s or ca ougand Their Components byDecade3. Classical school (1910s-)Listed the duties of a manager as planning,

organizing, commanding employees,

coordinating activities, and controlling

performance; basic principles called forspecialization of work, unity of command,

scalar chain of command, and coordination of

activities

4. Human relations (1920s-)

Focused on the importance of the attitudes

and feelings of workers; informal roles andnorms influenced erformance


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c oo s o s or ca ougand Their Components byDecade5. Classical school revisited (1930s):Re-emphasized the classical principles

6. Group dynamics (1940s)

Encouraged individual participation indecision-making; noted the impact of work

group on performance

7. Bureaucracy--(1940s) Emphasized order,system, rationality, uniformity, and

consistency in management; lead to equitable

treatment for all employees by management


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c oo s o s or ca ougand Their Components byDecade8. Leadership(1950s)Stressed the importance of groups having

both social task leaders; differentiated

between Theory X and Y management

9. Decision theory(1960s)

Suggested that individuals "satisfies" when

they make decisions

10. Sociotechnical school (1960s)

Called for considering technology and work

groups when understanding a work system


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c oo s o s or ca ougand Their Components byDecade11. Environment and technologicalsystem (1960s) Described the existenceof mechanistic and organic structures and

stated their effectiveness with specific types

of environmental conditions and technologicaltypes

12. Systems theory- (1970s):Represented organizations as open systemswith inputs, transformations, outputs, and

feedback; systems strive for equilibrium

and experience equifinality


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c oo s o s or ca ougand Their Components byDecade13. Contingency theory (1980s):Emphasized the fit between organization

processes and characteristics of the situation;

called for fitting the organization's structure to

various contingencies


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Organizing and ContingencyApproach Based on the idea that there is no one

best way to manage and that to be

effective, planning, organizing,

leading, and controlling must betailored to the particular circumstances

faced by an organization


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Organizing and ContingencyApproachAssumes that there is no universal

answer to such questions because

organizations, people, and situations

vary and change over time. Thus, theright thing to do depends on a

complex variety of critical

environmental and internalcontingencies.


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Factors that influence thecontingency theory1. The size of the organization

2. How the firm adapts itself to its

environment

3. Differences among resources andoperations activities

4. Assumption of managers about

employees

5. Strategies

6. Technologies being used


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Prerequisite for a successfulimplementation of results- based

management.

The primary objective of delegation ofauthority is to foster a more efficient

use of resources and facilitate the

emergence of more agile andresponsive organizations, thus

enhancing overall performance.


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Genuine delegation of authority, whichmeans the devolution of decision-

making powers, and decentralization,

which can be understood as merelythe distribution of administrative

responsibilities among the units of a

secretariat in various geographicallocations.


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A good leader is not

one who can do a jobof ten men, but a

person who can maketen men do the job.


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FEATURES OF ORGANIZATIONS:

O - Obedience (Authority)

R - Relationship (HR)

G - Gears (Equipment and Facilities)

A - Aptitude (Knowledge and Skills)

N - Need (Training Needs)

I - Industry (Diligence)

Z - Zeal (Motivation)

A - Attitude (Behavior)

T - Teamwork (Unity)

I - Innovation

O - Order (Rules and Guidelines)

N - Necessity (Priorities)

doctoral report manaxcxgement philosophy

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