History of Organisational Behaviour
Download as PPTX, PDF18 likes23,514 views
The document outlines the major approaches to organizational behavior throughout history, beginning with the classical views of bureaucracy, scientific management, and administrative management in the early 1900s. It then discusses the neoclassical human relations movement and contributions of thinkers like Chester Barnard. Finally, it covers modern approaches including systems theory, contingency view, behavioral science, and quantitative methods that emerged from the 1940s onward.
History of Organisational Behaviour
- 1. HISTORY OF ORGANIZATIONAL BEHAVIOR Presented by- A.Raj Shravanthi
- 2. Classical View Bureaucracy Scientific Management Administrative Neoclassical Human Relations Movement Chester Barnard Integrating management theories Contingency Approach System Behavioural approach Quantitative approach EARLY MANAGEMENT APPROACHES MODERN MANAGEMENT APPROACHES
- 3. Classical Administration Theory Classical View (Early 1900s-1920) Bureaucracy: Max Weber(father of modern sociology) Strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence
- 4. Classical Administration Theory Scientific management: Focusses on worker & machine relationship. Frederick Taylor(1911)-Father of Scientific Management. Published- Principles of Scientific Management Gilberth- “one best way” of doing work Motion study & time study Henry Gantt(1861-1919)- Gantt charts Henry focussed on motivational schemes, leadership and management skills for an effective
- 5. Classical Administration Theory Administrative Management: Henri Fayol (1941-1924), popularized the concept of the “universality of management principles” Father of Modern Management. Attempts to prescribe the “correct” way to manage an organization and achieve its goals High specialization of labour (each dept tended to its own business, and decision making was centralized)
- 6. Neoclassical School Human relations Chester Barnard(1886-1961)
- 7. Human Relations Movement Advocates management styles that are more participative and oriented towards employee needs Hawthorne Works of the Western Electric Company; 1924-1932 Initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting) Found that productivity increased regardless of whether illumination was raised or lowered
- 8. Chester Barnard 3 top functions of executives- 1. Establish and maintain an effective communication system 2. Hire and retain effective personnel 3. Motivate those personnel He gave ‘Acceptance Theory of Authority;
- 9. Modern management approach System theory Contingency view Behavioural approach Quntitative approach
- 10. System approach Emerged during 1940s and World War-2 System is also an organization just like a human body. it can be defined as “essentially a set or assembly of things interconnection or interdependent , so as to form a complex unites” Any degree of change will affect some other system. Firstly applied in the fields of science and engineering system. There are 2 major types of system: 1)open system. 2) Closed system.
- 11. Goals and Values Technology Structure Public Government Inputs Outputs Sub Systems System Approach
- 12. Contingency View(mid 1960s) Also called Situational approach Emphasizes the fit b/w organisation process and the characteristic of the situation. It assumes that managerial behaviour is dependent on wide variety of elements.
- 13. Behavioural approach It is improved and more mature version of the human relations approach. Scientists like Douglas McGregor, Abraham Maslow, Kurt Lewin, Chester Barnard, Mary Parker Follet etc contributed to this behavioural approach hence they are called Behavioural scientists. Their contributions helped in understanding OB.
- 14. Quantitative approach Also called the management science approach It gained momentum during 2nd world war to seek solutions to complex problems in warfare The scientists engaged for this purpose were known as Operations Research teams(‘.’ it included contruction of mathematical models to simulate the problem)
- 15. References Textbooks : Organisational Behaviour- Stephen P. Robbins Principles of Management- Harold Koontz, Heinz Weihrich, A Ramachandran Aryasri. Internet : http://en.wikipedia.org/wiki/Organizational_studie s www.prenhall.com
Editor's Notes
- #3: Classical view focussed on efficiency & includes bureaucratic, scientific n administrative mgt
- #4: One hundred years later, German sociologist Max Weber wrote about rational organizations and initiated discussion of charismatic leadership.
- #5: Book- work methods designed to increase worker productivity Gantt charts- scheduling multiple overlapping tasks over a time period Motivational schemes- effectiveness of rewards for good work
- #8: The Hawthorne Studies refers to a series of studies conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. The study was initiated to investigate how the level of lighting would affect employee fatigue and performance. The researchers conducted an experiment in which they systematically measured employee productivity at various levels of illumination. However, no matter whether the lighting was raised or lowered, productivity increased. The researchers were puzzled and invited Elton Mayo to assist them. Mayo proposed the use of the relay assembly test to investigate other aspects of the work context on job performance. Eventually, they found that the employees were responding to the increased attention from the researchers. The Hawthorne Effect suggested that the attitude of employees toward their managers affects the employees’ performance.
- #9: Acceptnc theory- it states that maanagers only hav as much as authority as employess allow them to hav. Authority flows downward but depends on acceptance by the subordinate.
- #14: Acc to behavioural scientists the realistic model of human motivation is complex man. i.e diff people react differently to the same situation or react the same way to different situations.