Organizational Development and
Management Practices
• Before and during the 18th to the
20th centry
1
Machiavelli
1527
• The Prince offers managers practical
advice for developing authoritarian
structures within organizations. His
justification is that “all men are bad and
ever ready to display their vicious nature”
2
Jean Jacques Rousseau
1762
• In The Social Contract he postulates that
governments work best when they are chosen
and controlled by the governed. This concept
furthers the idea of participatory management.
3
Fredrick Taylor
1911
• The Principles of Scientific Management
investigates the influence of salary, mechanical
design, and work layout on individual job
performance to discover the “one best way” of
accomplishing a given task.
4
Henry Fayol,
1916
• He publishes his Genera and Industrial
Management, the first complete theory of
mangement.
5
Max Weber,
1922
• His structural definition of bureaucracy is
published posthumously; it uses an ”idealtype” approach to extrapolate from the real
world the central core of features
characterizes the most fully developed form
of bureaucratic organization.
6
Mary Parker Follett
1926
• “The Giving of orders” is one of the very first calls for
the use of participatory leadership style, in which
employees and employers co-operate to assess the
situation and collaboratively decide what should be
done.
• She calls for the “power with” as opposed to “power
over”.
7
Elton Mayo
1933
• Makes the first significant call for the human relations
movements in his Hawthorne studies in his interim
report entitled The Human Problems of an Industrial
Civilization.
• This is the first major report on the Hawthorne studies,
the first significant call for a human relations movement.
8
Luther Gulick
1937
“Notes on the Theory of organization” Summarises the seven
functional elements of the work of an executive in his
mnemonic in his expression, POSDCORB:
• Planning
• Organizing
• Staffing
• Directing
• Coordinating
• Reporting and
• Budgeting
9
Abraham Maslow
1943
• His need hierarchy appears in his
Psychological Review article, ”A Theory of
Human Motivation.”
10
Lester Coch & John French
1948
• In their Human Relations article
”Overcoming Resistance to Change”:
Employees resist change less when the need
for it is effectively communicated to them
and when the workers are involved in
planning the changes.
11
Ralph M. Stogdill
1950
• In his Psychological Bulletin article,
”Leadership, Membership, and
Organization”, identifies the leader’s role in
influencing group efforts toward goal
setting and goal achievement. His ideas
become the basis for modern leadership
research.
12
Kurt Lewin
1951
• Proposes a model of change consisting of
three phases, unfreezing, change, and
refreezing, in his Field Theory in Social
Science. This model becomes the
conceptual frame for organization
development.
13
Ludwig von Bertalanffy
1951
• His article ”General Systems Theory: A
New Approach to the Utility of Science,” is
published in Human Biology. This becomes
the intellectual foundation for the systems
approach to organizational thinking.
14
Peter F. Drucker
1954
• In ”The Practice of Management”, he
outlines his famous management by
objectives (MBO) approach; a way that
management might give ”full scope to
individual strength and responsibility, and at
the same time give direction of vision and
effort, establish teamwork, and harmonize
the goal of the individual.”
15
Leon Festinger
1957
• ”A theory of Cognitive Dissonance”
suggests that dissonance is a motivator of
human behavior.
16
Robert Tannenbaum & Warren H.
Schmidt 1958
• ”How to Choose a Leadership Pattern”
describes ”democratic management” and
devises a leadership continuum ranging
from authoritarian to democratic.
17
Leon Festinger
1958
• The father of cognitive dissonance theory,
writes ”The motivating Effect of Cognitive
Dissonance,” which becomes the theoretical
foundation for the ”inequity theories of
motivation.”
18
Charles A. Lindblom
1959
• In his ”The Science of Muddling Through”,
he rejects tha rational model of decision
making in favour of incrementalism.
19
March & Simon
1958
• In Organizations, they seek to inventory and
classify all that is worth knowing about the
behavioral revolution in organization
theory.
20
Douglas M. McGregor
1960
• ”The Human Side of Enterprise”, articulates the
basic assumptions of the organizational behavior
perspective and becomes perhaps the single most
influential work in organizational behavior and
organizational theory.
• Theory X and Theory Y applies the concept of
“self-fulfilling prophesies” to organizational
behavior. (1957)
21
Eric Berne
1964
• The father of Transactional Analysis (TA).
His book ”Games People Play”: The
Psychology of Human Relationships
identifies three ego states: the parent, the
adult, and the child; he further suggests that
successful managers should strive for adultadult relationships.
22
Robert Blake & Jane Mouton
1964
• The Managerial Grid: Key Orientations for
Achieving Production Through People. This
is a diagnostic device for leadership
development programs which provide a grid
of leadership style possibilities based on
managerial assumptions about people and
production.
23
Fred Fiedler
• ”The Contingency Model; A Theory of
Leadership Effectiveness,” argues that
organizations should not try to change
leaders to fit them, but instead should
change their situations to mesh with the
style of their leaders,
24
Fredrick Herzberg
1968
• Harvard Business Review article, ”One
More Time, How Do You Motivate
Employees,” catapults motivators or
satisfiens and hygiene factors into the
forefront of organizational motivation
theory.
25
Paul Hersey and Kenneth R.
Blanchard, 1969
• ”The Cycle Theory of Leadership”, asserts
that the appropriate leadership style for a
given situation depends upon the
employee’s education and experience levels,
achievement motivation, and willingness to
accept responsibility by the subordinates.
26
Chris Argyris
1970
• He writes ”Intervention Theory and
Methods”, which becomes on of the most
widely cited and enduring works on
organizational consulting for change that is
written from the organizational
behavior/organizational development
perspective.
27
Victor H. Vroom
1974
• In his article ”A New Look at Managerial
Decision-Making,”, he develps a useful
model whereby leaders can perform a
diagnosis of a situation to determine which
leadership style is most appropriate.
28
Henry Mintzberg
1979
• In his book, The Structuring of
Organization, he defines ”the operating
core, strategic apex, middle line,
technostructure, and supprt staff” as the five
basic components of an organization. This
is his first book in an interactive series on
”the Theory of Management Policy.”
29
J. Bernard Keys & Thomas Miller
1984
• In their Academy of Management Review article,
”The Japanese Management Theory Jungle,”
outline seven explanations for the success of
Japanese management techniques: 1) superior
manufacturing practices; 2) increased quality and
quantity couipled with reduced cost factors; 3)
participatory management practices; 4) employment
of statistical quality control techniques; 5) consensus
decision making; 6) life-time job security; and 7)
long-term planning. These concepts become the basis
for much of management training in the 1980s.
30
Thomas Ouchi & Pascale and Athos,
1981
• Thomas Ouchi’s Theory Z and Pascale and
Athos’ The Art of Japenese Management
popularize the Japanese management
”movement.”
31
Edgar Schein
1985
• Writes his comprehensive and integrative
statement of the organizational culture
school in Organizational Culture and
Leadership.
32