MGT 3080 Chapter Notes - Chapter 3: Human Relations Movement, Henry Mintzberg, Hawthorne Effect
Mgmt 3080 The Role of Management
Early Prescriptions Concerning Management
Attepts to pesie the oet a to aage a ogaizatio ad ahiee its goals:
• Scientific management and bureaucracy
• Human relations view
The Classical Views
Scientific management: Fedeik’s Talo’s sste fo usig eseah to deteie the
optimum degree of specialization, efficiency in the performance of tasks, standardization and
improvements in incentives, tools, machines and materials.
Taylor defined management as koig eatl hat ou at e to do, ad the seeig
that the do it i the est ad heapest a.
Aodig to Talo, fo the at of aageet, the elatios etee eploes ad e
fo ithout uestio the ost ipotat pat of this at.
Bureaucracy is Ma Wee’s ideal tpe of ogaizatio hih iludes:
– Division of labour, responsibility and authority clearly defined
– Hierarchy of authority and strict chain of command
– Selection and promotion criteria based on technical competence
– Detailed rules, regulations, and procedures, applied uniformly
– Systematic approaching to organizing
The Human Relations Movement and a Critique of Bureaucracy
Began with the famous Hawthorne Studies of the 1920s and 1930s conducted at the
Hawthorne plant of Western Electric.
• Concerned with the impact of fatigue, rest pauses, and lighting on employee
productivity.
• The studies illustrated how psychological and social processes affect productivity and
work adjustment.
• Suggested there could be dysfunctional aspects to how work was organized.
• Called attention to certain dysfunctional aspects of classical management and
bureaucracy:
• Employee alienation
• Limits innovation and adaptation
• Resistance to change
• Minimum acceptable level of performance
• Employees lose sight of the overall goals of the organization
• Advocated more people-oriented and participative styles of management that catered
more to the social and psychological needs of employees.
• Called for the adoption of more flexible systems of management and the design of more
interesting jobs.
Managerial Roles
• Henry Mintzberg discovered a rather complex set of roles played by managers:
– Interpersonal roles deal with establishing and maintaining interpersonal
relations. (e.g., figurehead, leadership, liaison)
find more resources at oneclass.com
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Document Summary
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