1

Classical Organizational TheoryTaken From

Educational AdministrationConcepts & Practices

Chapter 1- 2

EDA 6061Educational Organization and Admin.

Lee Droegemueller, ProfessorSpring 00

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Management Perspectives

• Scientific Management.– Historically-focused on management of

workers and work.

• Administrative Management.– Focused on how the overall organization should

be structured.

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Scientific Management

• Frederick W. Taylor - study the “one best way”.

• Four principles of scientific management.– Scientific job analysis.– Selection of personnel.– Management cooperation.– Functional supervising.

• Soldiering – working below your capacity.

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Administrative Management

• Primary contributors:– Henri Fayol– Luther Gulick– Max Weber

• Henri Fayol’s five basic management functions: a) planning, b) organizing, c) commanding, d) coordinating e) controlling

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Fayol’s Fourteen Principles of Management

• Division of work.• Authority.• Discipline.• Unity of command.• Unity of direction.• Subordination of

individual interest.

• Remuneration.• Centralization.• Scalar chain.• Order.• Stability of personnel.• Initiative.• Esprit de corps.

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Luther Gulik

• Augmented Fayol’s five basic management functions.

• POSDCoRB.

• Seven functions: planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

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Max Weber

• A concept of bureaucracy based upon a comprehensive set of rational guidelines.

• Weber’s “ideal” bureaucracy and Fayol’s fourteen principles of management laid the foundation for contemporary organizational theory.

• Psychological and social factors in the workplace were ignored.

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Human Relations Approach

• Started with a series of studies conducted at the Hawthorne Plant of Western Electric.

• Located near Chicago.

• Conducted by Elton Mayo and his associates.

• 1927-1933.

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Hawthorne Studies

• Relay Assembly Test Room• Second Relay Assembly Group• Mica-Splitting Group• The typewriting Group• Bank Wiring Observation Room

– 21126 employees interviewed– What employees liked and disliked about their

work

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Hawthorne Studies

• Both control and experimental groups improved when studied and interviewed

• Human-social element operated in the workplace.– Group norms developed

• In any different or experimental undertaking – improvement may take place

• Called “The Hawthorne Effect”

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Hawthorne Studies

• These studies indicated that the understanding of human behavior, especially group behavior, from the perspective of management was firmly established.

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Contributors-human Relations Approach

• Kurt Lewin: – Field theory and group dynamics.– Democratic and authoritarian groups.

• Carl Rogers:– Internal frame reference of the individual.

• Jacob Moreno:– Interpersonal relationships between groups.– Groups with individuals that have similar affinities to

each other will perform better.

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Contributors-human Relations Approach

• William Whyte:– Group conflict, status, workflow– Found selective preferences worked best.

• George Homans:– Theory of Small Groups

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Assumptions of Human Relations Approach

• Employees motivated by social and psychological needs and by economic incentives.

• These needs are more important than physical conditions of the work environment.

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Behavioral Science Approach

• Formed because of the inadequacy of human relations and classical mang. approaches.

• Chester Barnard:– Effectiveness– Efficiency

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Behavioral Science Approach

• E. Wight Bakke:– Fusion Process– The fusion of the personalizing process of the

individual and the socializing processes of the organization is accomplished through the bonds of the organization

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Behavioral Science Approach

• Chris Argyris:

• Incompatibility of the between growth and development of the individual’s maturing personality and the repressive nature of the formal organization.

• “Organization Man” concept

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Behavioral Science Approach

• Gettzels and Guba:– Education study.– Nomothetic Dimension.– Idiographic Dimension.– Behavior in any social system in an

organization can be seen as interaction between personal needs and institutional goals.

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Behavioral Science Approach

• Abraham Maslow:• Five categories

– Physical - Air, water, food, rest, and reproductive ability

– Safety - protection from threats of well-being – Social -– Self-esteem the desire to believe that we are

worthwhile, valuable people– Self-actualization - the desire to develop our

potential to the maximum

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Douglas McGregor

• Theories of management developed by Douglas McGregor depicting two extreme positions representing the options available for the management of people.

• Theory X describes workers who are disinterested in work and need manager control through incentives and punishments to be motivated.

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Douglas McGregor

• Theory Y is the management view that workers are self directed, intrinsically motivated, and want to take the responsibility for work and productivity.

• Self-actualization: A term used by Maslow for the effort of the individual to fulfill his or her potential.

• Theory Z: Is there one and what is it?

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Frederick Herzberg

• Hygiene Factors: factors that cause or prevent job dissatisfaction.

• Motivation Factors: factors that cause job satisfaction.

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Rensis Likert

• Goals of the individual and goals of the organization.– System 1. Exploitive Authoritative– System 2.– System 3.– System 4. Participative Group