Classical Organizational Theory
Taken From
Educational Administration
Concepts & Practices
Chapter 1- 2
EDA 6061
Educational Organization and Admin.
Lee Droegemueller, Professor
Spring 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.
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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
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Division of work.
Authority.
Discipline.
Unity of command.
Unity of direction.
Subordination of
individual interest.
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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
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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:
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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.
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System 1. Exploitive Authoritative
System 2.
System 3.
System 4. Participative Group
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