Abstract The emergence of the neoclassical school of management. The human factor in management. Behavioral direction. Process, system, situational approach. Theories of Abraham Maslow, David McClelland, Frederick Herzberg. Neoclassical school me
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The neoclassical theory of organization is represented by the School of Human Relations (1930-1950). The human relations movement arose in response to the failure of classical organization theory to fully grasp the human factor as a fundamental element of management effectiveness. Major authorities in the development of this school are M.P. Follett and E. Mayo. M. Follett was the first to define management as “ensuring that work is done with the help of others”. She substantiated four fundamental principles of organization that increase the effectiveness of any organization:
- 1) coordination as a linking of all factors of a specific situation;
- 2) coordination through direct contacts of all interested responsible persons;
- 3) coordination in the early stages;
- 4) coordination as an ongoing process.
According to M.P. Follett, structuring an organization does not allow for domination or compromise. Instead of a concept
“Power over”, leading to a waste of resources, she proposed the concept of “power with”. This approach implies collaboration and empowerment of the group. The responsibility of subordinates should be to responsibly follow the leader, not only following his orders, but also actively participating in all decision-making processes.
E. Mayo found that well-designed work steps and good wage did not always lead to an increase in labor productivity, as the representatives of the classical school believed, this also applies to the development of a method of analysis for studying behavior in organizations. This concept is vitally important today.
The forces that arise during the interaction between people could and often exceeded the efforts of the leader. Sometimes workers reacted much more strongly to peer pressure than to management wishes and material incentives.
Later studies by A. Maslow and other scientists helped to understand the reasons for this phenomenon. The actions of people are motivated mainly not by economic forces, but by various needs, which can only partially be satisfied with the help of money. And the higher the level of development of society, the less is the role of money in the motivation of labor, the less is the role of physiological needs.
The neoclassical theory of organization has set itself the task of correcting some of the shortcomings of the classical doctrine. She is usually associated with the human relations movement, more sensitive to the human factor.
The neoclassical approach incorporates the original postulates of the classical school, taking the key foundations of the organization for granted. But these postulates are already regarded as changed by people acting independently or within the framework of an informal organization. As a result, the original elements of the classical theory division of labor, linear and functional processes, structure and control rate are given a new interpretation.
One of the main contributions of the neoclassical school is the introduction to the theory of organization of the behavioral sciences. With their help, theorists of human relations demonstrate how human behavior influences the foundations of classical theory. In addition, the neoclassical approach includes a systematic appeal to informal organization, showing its influence on the formal structure.
Thus, the neoclassical approach to the theory of organization indicates the acceptance of the classical doctrine, but with the introduction of changes in it, resulting from the individual behavior and influence of the informal group.
The essence of the neoclassicists' new interpretation of the key elements of the classical theory is as follows.
1. Division of labor remains a subject of lengthy debate in the field of human relations. At the dawn of the history of industrial psychology, the problems of industrial fatigue and monotony caused by the specialization of work were studied. Later, attention was shifted to studying the behavior of the worker in a state of isolation and his sense of insignificance, which is a consequence of the unimportant work that he does and which has very little effect on the final product.
Specialization also affects the way management works. As an organization expands, there is a concomitant need for management motivation and coordination actions of others. Both motivation and coordination, in turn, are associated with executive leadership. Thus, in particular, the neoclassical school based on the growth of industrial specialization developed theories related to motivation, coordination and leadership. Much of this theory is borrowed from the social sciences.
2. Two aspects linear and functional processes, which were developed by the neoclassical school, are the delegation of authority and responsibility and the intersection of functional competences. Classical theory implies some kind of perfection in the delegation processes. The neoclassical school points out that human problems are caused by imperfect methods of delegation. For example, too much or too little delegation can make it impossible for a performer to act. Unsuccessful delegation of authority and responsibility can put the performer in a difficult position. The intersection of power often leads to personal clashes. The overlap of powers (violation of the principle of one-man management) leads to the fact that the work is not performed, with one side blaming the other for non-performance.
The neoclassical school claims that linear and functional processes are theoretically fruitful, but in practice they tend to clash between the interests of linear and functional relationships, and cites the human factor as the cause. In addition, neoclassicists make recommendations, suggesting various human tools that will facilitate the interaction of these processes.
3. Structure offers numerous directions of human behavior, destroying the most best plans organization and contradicting the logic of human relations inherent in the structure. Neoclassical theory focuses on the friction that occurs among people performing various functions. Within the framework of this theory, the area of such problems as linear and functional relationships is widely discussed. Many organizations have difficulty keeping linear and functional relationships in harmony.
Linear-functional relationships are just one of the problems of most structural conflicts described by neoclassicists. It is important that neoclassicists often offer means of harmonization to eliminate conflicts in the structure: advice from young people, participation of workers in management from top to bottom, recognition of human dignity and closer communication.
4. Controllability rate(the amount of control) is a function of the human factor, and reducing this norm to an exact, universally appropriate proportion, according to the neoclassicists, is foolishness. The norm of controllability is determined by individual differences in managerial abilities, type of people, volume monitored functions and the degree of effectiveness of the linkages.
The involvement of people in the type of emerging structure is associated with the question of the norm of controllability. Does this mean that a vertical structure with a short volume or a horizontal structure with a wide volume will be more conducive to good human relations and high morale? The answer to this question depends on your specific situation. A small rate (short volume) leads to tight control; a large norm (wide volume) requires a large share of delegation with more freedom. However, the preference is given to a freer form of organization because vertical structures generate oppressive leadership, which is often cited as the cause of low morale.
- Management Classics / Per. from English; Ed. M. Warner. Petersburg: Peter, 2001, p. 871.
Fundamentals of management. Basic concepts, goals, objectives, links with other disciplines.
Management Is the theory and practice of managing a company and its personnel in a market environment.
Management means professional management economic activities an enterprise that is carried out in a market environment and is aimed at maximizing profits with the rational use of resources.
The goal of management as a science is to develop management theory, scientific approaches, principles and methods that ensure stable, reliable, long-term functioning of management systems.
The goal of management as an effective management practice is to achieve high profitability, competitiveness of the organization or other goals, by rational organization the trade process and the development of the technical and technological base of the organization.
Successful activity in the product market in an intense competitive struggle requires knowledge of the mechanism effective work... Today, no one relies solely on luck and intuition. The well-being of the organization is the result of the thoughtful activity of the management and personnel of the company.
Management tasks:
the main task
- ensuring the existence of the enterprise on the market. Management must engage in market research, must identify the present and future needs of its customers; know your competitors well, that is, do marketing. The market is mobile - management must react quickly to changes.
Providing innovation. (New services, more High Quality, on more acceptable terms compared to competitors).
Innovations - changes in the enterprise for the better. (The use of new types of raw materials, the introduction of modern forms and methods of service, that is, improving the service).
Ecological problem. (Management is obliged to pay particular attention to the reduction of environmental pollution and the rational use of material resources).
Organization of the work of the team. (To form cadres, to establish a system of relations between people, to promote the development of personnel and their growth, to increase the efficiency of employees' work).
Questions to consolidate:
1. Indicate the differences in the content of the concepts of "management" and "management".
2. What does the concept of "management" include and why is management necessary?
3. List the main tasks of management.
4. What is the role of management in training leaders?
The efforts of the founders of the school of scientific management were aimed at creating universal principles of management based on personal observations and aimed at rationalizing production, while ignoring social relations in the production process and not paying due attention to the human factor.
School of Scientific Management (1885 - 1920). The founder of management science is American engineer and researcher Frederick Taylor. 1911 - F. Taylor's book "Principles of Scientific Management". The essence of the approach: “Management should have its own laws, methods, formulas, principles. It should be based on measurements, rationalization, systematic accounting. " Taylor and his contemporaries recognized that management work is a specialty. Allocated 4 groups of management functions: goal selection, selection of funds, preparation of funds and control of results. Taylor developed methods of rationalizing workers' labor. Henry Ford (mechanic, entrepreneur, organizer of mass production of cars in the USA). The organization of management is based on the following principles: maximum division of labor; specialization, widespread use of high-performance equipment and tooling, arrangement of equipment in the course of the technological process; mechanization of transport operations, regulated production rhythm. Garrington Emerson - developed an integrated systems approach to the organization of management. 1912 - the main work "The Twelve Principles of Productivity".
Questions to consolidate:
1. What is the essence of the school of scientific management?
2. What is the merit of F. Taylor in the development of management as a science?
3. What is G. Ford's merit in the development of management as a science?
4. What is the merit of G. Emerson in the development of management as a science?
   | 3. Classical administrative school of management, its basic provisions and principles. Henri Fayol's contribution to the development of the classical school of management The efforts of the founders of the classical school of management were aimed at creating universal principles of management based on personal observations and aimed at rationalizing production, while ignoring social relations in the production process and not paying due attention to the human factor. The administrative school of management (1920-1950) is based on the scientific approach developed by Henri Fayol, the main idea of which is the rational construction of an organization as a hierarchical structure. It is necessary, the author considered, a clear definition of the following management functions: · technical (technological) activity; · commercial activity(purchase, sale, exchange); · financial activities(search for capital and its effective use); · Protective activity (protection of property and personality); |
· Accounting activities (inventory, balance sheets, costs, statistics);
Administrative activities (impact on personnel, which includes several common functions management - foresight, planning, organization, order, coordination and control).
The main provisions of the school:
Development of management principles;
Description of management functions;
A systematic approach to managing the entire organization.
Henri Fayol is a French scientist, the "father" of management. He made a huge contribution to the development of management as a science. Developed a number of universal management principles. 1916 - work "General and industrial management".
Fourteen principles by Henri Fayol:
1.Division of labor - specialization of work necessary for effective use work force(by reducing the number of goals to which the attention and efforts of the worker are directed).
2. Authority and responsibility - each worker should be delegated authority sufficient to be responsible for the performance of the work.
3. Discipline - workers must obey the terms of the agreement between them and the head of the enterprise, managers must apply fair sanctions to violators of discipline.
4. Unity of command - the employee receives orders and reports to only one immediate supervisor.
5. Unity of actions - all actions with the same goal should be combined into groups and carried out according to a single plan.
6. Subordination of personal interests - the interests of the organization take precedence over the interests of individuals.
7. Remuneration of personnel - employees receive fair remuneration for their work.
8. Centralization is the natural order in an organization with a governing center. The best results are achieved with the right balance between centralization and decentralization. Powers (authority) should be delegated in proportion to responsibility.
9. Scalar chain - an indissoluble chain of commands, through which all orders are transmitted and communications are carried out between all levels of the hierarchy ("chain of chiefs").
10.Order - workplace for each employee and each employee at his workplace.
11. Fairness - Established rules and conventions must be enforced fairly at all levels of the scalar chain.
12. Stability of the personnel - the attitude of the employees towards loyalty to the organization and long-term work, since high turnover reduces efficiency.
13. Initiative - encouraging employees to develop independent judgments within the boundaries of their delegated powers and work performed.
14.Corporate spirit - harmony of interests of personnel and organization ensures unity of efforts ("there is strength in unity").
Questions to consolidate:
1. Who is called the "father of management" and why?
2. The main idea of the administrative school of management.
3. What are the main provisions of the administrative school of management.
5. Name the principles of management according to A. Fayol.
Neoclassical school of management, its main provisions
The main contribution of the neoclassical school:
- applying interpersonal relationship management techniques to improve satisfaction and productivity;
- application of the sciences of human behavior to management and organization formation, taking into account the fullest use of the potential of workers.
School of Human Relations (1930-1950) and School of Behavioral Sciences (1950-present).
It is based on the achievements of psychology and sociology (the science of human behavior). In the management process, it was proposed to focus on the employee, and not on his task (that is, increasing the efficiency of the organization by increasing the efficiency of its human resources). Scientists behaviorists (from the English word behavior - behavior) - have developed theories of motivation. The authors of the School of Human Relations are considered Mary Follett and Elton Mayo. In their scientific works, they for the first time drew attention to the fact that not always only a high salary leads to an increase in labor productivity. An increase in production can be achieved with greater attention and care for subordinates on the part of the manager. In addition, workers act and make decisions more often as members of a group rather than as individuals. Moreover, each person influences other members of the group, while being under their influence. A person working in a team perceives issues that need to be addressed much better than instructions from management, since he is influenced by his colleagues. The behavioral sciences were a variant of the development of the scientific direction, which paid increased attention to the nature of the relationship between people in the production process.
The authors of this scientific direction (K. Arjiris and others) were primarily interested in the problem of developing methods for optimizing interpersonal relations, overcoming the incompatibility of the goals of an organization and an individual. The efficiency of an employee's work, according to scientists, largely depends on the manager's knowledge of the motives of his behavior. In turn, the competent use of scientific methods of the science of human behavior can improve the efficiency of the organization.
Questions to consolidate:
1. What is the essence of the concept of the neoclassical school of management?
2. What contribution has the neoclassical school made to the development of management?
3. Which two schools are part of the neoclassical school of scientific management?
4. As with of English language is the word behavior translated?
5. What did M. Follett and E. Mayo first pay attention to in their scientific works?
Abstracts for Lecture 1 " Theoretical basis emergence and existence of management ”.
The essence of management.
Management is a separate discipline, an independent area of knowledge, a management science.
- Management thought is influenced by the achievements of many sciences, which must be used most effectively to solve the main problem - how to get the desired results based on the concerted actions of many people producing products and services and using diverse resources.
3 In a simplified sense, management- this is the ability to achieve goals, using labor, intellect, motives of behavior of other people. Management - management in organizations in market conditions.
4 Management- this is "management", i.e. type of activity or "function" for the leadership of people in a wide variety of organizations, an area of human knowledge that helps to carry out the management function. a certain category of people who directly carry out the very work of management.
5 Management and management The art (practice) of doing work Science (human knowledge)
Function (type of activity)
People running the organization
6 Management in English literally means leadership. Thus, management is a specific kind of management activities as well as the science that studies this activity.
7 Management as an activity has 2 tasks(main contradiction):
tactical - maintaining the stability of the firm and all its elements; strategic - developing the firm and transferring it to a qualitatively new state.
8 Management as a science studies relationships(subject of science), emerging in the process of management activities (organization, setting goals, planning, issuing orders, coordinating work, monitoring, evaluating, remuneration, etc.)
The objects of management are organizations (firms).
9 Depending on the field of activity, the following types (varieties) of management are distinguished:
production management- solves the problem of determining the optimal volume and structure of products, the technology used, the rational loading of equipment; arrangement of people; elimination of failures and malfunctions; current control; personnel management, conflict resolution ...
supply and sales management- focused on organizing the conclusion of business contracts, procurement, delivery and storage of raw materials, materials, components, storage and dispatch finished products buyers. supply and sales management -
10 innovation management - has as its object the process of scientific research, applied development, the creation of prototypes and the introduction of new products into production.
marketing management- deals with the study of markets, the existing and prospective demand for products, the development of production, price and advertising policies and strategies, taking this into account. marketing management
personnel management- solves the problems of selection, placement, training, advanced training of workers, the choice of methods for their remuneration and incentives, creating a favorable moral and psychological climate and assistance in resolving difficult disputes of conflicts, improving working and living conditions of workers.
11 financial management – related to budgeting and financial plan organization, formation and distribution of its monetary resources, an assessment of the prospective and current financial condition, taking the necessary measures to strengthen them.
accounting management- manages the process of collecting, processing and analyzing data on the organization's work, comparing them with the initial and planned indicators, the results of other organizations in order to identify problems in a timely manner, to reveal reserves for a more complete use of the existing potential.
Evolution of management.
Management as a science appeared with the emergence of market relations. The beginning of the capitalist mode of production (i.e. the emergence of market relations) is considered the end of the ХYШ beginning of the 19th centuries. During this period, the social division of labor acquired a universal (global) character, a real breakthrough was made in the field of science and technology (the invention of the steam engine).
13 The basis for the creation of a new capitalist mode of production for the first time began to be capital (money), and not resources (land, livestock ...). It was in these conditions that the owner of capital himself could no longer engage in physical labor, but use hired workers for these purposes.
14 Now the owner of the capital himself, or through the manager, had to learn to predict the behavior of the market in the near future and for the distant future.
15 Closely to the problems of management of owners of industrial and trade enterprises forced to take up the crises of 1825 and 1837. It was by the middle of the 19th century that it became obvious that the main methods in production management should not be administrative (as it was before), but economic. The global crisis of the late 1920s led to the fact that almost all the developed countries came to the need to introduce elements of state regulation (USA, Germany).
16 The driving force behind management development as sciences appeared: Economic crises, Contradictions in the development of a society of market relations, Scientific and technical progress.
17 Reasons for the emergence of scientific management theory in general and management theory (in particular):
deepening social division labor,
expansion of economic ties,
the emergence of commercial risks (which could entail bankruptcy of enterprises)
the need to form a fundamentally new relationship between the employee and the employer.
School of Management. Classic, neoclassical, modern.
19 Classical school. Explores 4 main elements:
division of labor
staggered and multi-link control
organization structure
possible control limits.
20 The American engineer F.W. Taylor (1856-1915) is considered the founder of the scientific theory of management in a society of market relations (in a capitalist society). At the beginning of the twentieth century, Taylor formulated the basic principles of the scientific organization of labor management employees.
21 Taylor's system was reduced to the following basic provisions:
Rejection of empirical research methods in favor of scientific research.
Normalization and unification of techniques and working conditions
Specialization of functions in production and management
Selection of workers on the basis of scientifically determined characteristics, creation of a system for their adaptation, training and retraining.
22 The assignments given to the employee must be clear and precise. This implies the need to plan workplaces, prepare the workplace and ensure the necessary material production stocks. Separation of administrative and executive functions.
23 Organization of accounting for the volume and quality of work performed, as well as control over the quantity and quality of work. Introduction of scientifically based labor standards. Correspondence of the size of remuneration for labor to the quantity and quality of labor.
24 The disadvantages of the Taylor system, its weak points are 2 elements:
Taylor assumed that the maximum intensification of production can be achieved exclusively by economic methods (without the use of administrative and socio-psychological).
Taylor's system provided for an equal interest of the owner and employees in the results of labor.
25 Taylorism as a scientific system was developed in the works of G. Emerson "The Twelve Principles of Productivity". The main difference from the Taylor system is uniformity. Emerson formulated the basic requirements for the organization of production, regardless of the industry and profession of workers. In the Taylor system, the main focus was on the study of methods of organizing work in relation to specific working professions and jobs. Emerson largely repeated the principles of Taylorism, but developed and unified them.
The ideas of Taylor and Emerson were developed and put into practice by the industrialist G. Ford. A fundamentally different approach was applied in his works by the French scientist A. Fayol.
27 Fayol proceeded from the fact that in any enterprise there are 2 organisms:
–Production (means, objects of labor, labor itself)
Social (relationships between people in the production process).
2Fayle divided the administration into 5 main elements: Foresight Organization Management Coordination Control.
29 For each element (function), uniform rules and techniques for their implementation are developed). Fayolle was the first to single out the personality of a manager as a separate object of study, to determine the main specific qualities that he must possess. (will, intelligence, qualifications, tact, energy ...)
30 Neoclassical school... He uses the principles of the classical school as the main postulates, but considers them taking into account the influence of the influence of people in the process of production and management. At this stage in the development of control theory, the term "behaviorism" appears, meaning the theory of human behavior. Behaviorists view management as a psychological process.
31 Behavioral Representatives: Elton Mayo, Abraham Maslow, Douglas McGregor.
E. Mayo was the first to put forward the theory of "human relations" in production management. The essence of this theory is that for the worker, the actual production process is of less importance than his social and psychological status. The doctrine of human relations proceeds from the premise that a person can be encouraged to work more productively if his social and psychological needs are timely and fully satisfied.
33 Elements of the Doctrine of Human Relations:
system of interconnections and information,
regular communication of professional psychologists with workers, the maximum possible involvement of workers in the process of making managerial decisions (at meetings),
organizing informal groups and categorizing workers according to their social status.
Hierarchy of individual employee needs(the theory of the hierarchy of human needs). A. Maslow
On the lower level find physiological needs (hunger, thirst). Until the group of these needs is satisfied, any meaningful impact on the object of management is practically impossible.
On the second level is security. It includes: housing, provision utilities... In the degree of safety level, significant differences are possible, which means that the methods of influencing the employee are also possible.
At the third level is found belonging to a certain social group(group relationship). It is assumed that a significant part of the workers strives to improve their social status.
Fourth level- self-esteem. Self-esteem, recognition ... To achieve self-esteem, it is not always necessary to change the social group.
The fifth level- self-realization (self-improvement, fulfillment of desires).
Modern school. The modern school studies the organization of production management based on the analysis of factual data (scientific approach). In the modern school there are 2 main directions:
38 First direction is based on an approach to production as a social system (theory social systems). Social systems theory suggests that social organization is a complex system consisting of a number of subsystems, which include people, formal and informal structures, statuses and roles, the physical environment. There are two-way and multilateral connections between all subsystems, causing changes in the behavior of people in the organization.
Second direction modern school ("new school") involves the widespread introduction of methods and apparatus of exact sciences (mathematics, mathematical statistics) into the sphere of management.
It explores the issues of constructing mathematical models that do not take into account human behavior. These tasks include inventory management, resource optimization, transport task ...
In addition, the new school assumes the creation of such mathematical models that describe the process of making managerial decisions. In these models, the main place belongs to the definition of criteria and principles for choosing from alternative solutions.
In theory new school introduces the concept system analysis... The main purpose of the system analysis is to extrapolate the indicators of enterprise development and predict the behavior of people outside the period for which accurate data are available.
The main contribution of the neoclassical school: the application of interpersonal relationship management techniques to increase satisfaction and productivity; application of the sciences of human behavior to management and organization formation, taking into account the fullest use of the potential of workers.
School of Human Relations (1930-1950) and School of Behavioral Sciences (1950-present).
It is based on the achievements of psychology and sociology (the science of human behavior). In the management process, it was proposed to focus on the employee, and not on his task (that is, increasing the efficiency of the organization by increasing the efficiency of its human resources). Scientists behaviorists (from the English word behavior - behavior) - have developed theories of motivation. The authors of the School of Human Relations are considered Mary Follett and Elton Mayo. In their scientific works, they for the first time drew attention to the fact that not always only a high salary leads to an increase in labor productivity. An increase in production can be achieved with greater attention and care for subordinates on the part of the manager. In addition, workers act and make decisions more often as members of a group rather than as individuals. Moreover, each person influences other members of the group, while being under their influence. A person working in a team perceives issues that need to be addressed much better than instructions from management, since he is influenced by his colleagues. The behavioral sciences were a variant of the development of the scientific direction, which paid increased attention to the nature of the relationship between people in the production process.
The authors of this scientific direction (K. Arjiris and others) were primarily interested in the problem of developing methods for optimizing interpersonal relations, overcoming the incompatibility of the goals of an organization and an individual. The efficiency of an employee's work, according to scientists, largely depends on the manager's knowledge of the motives of his behavior. In turn, the competent use of scientific methods of the science of human behavior can improve the efficiency of the organization.
Questions to consolidate:
1. What is the essence of the concept of the neoclassical school of management?
2. What contribution has the neoclassical school made to the development of management?
3. Which two schools are part of the neoclassical school of scientific management?
4. How is the word behavior translated from English?
5. What did M. Follett and E. Mayo first pay attention to in their scientific works?
Indicate one correct answer:
1. Who are the founders of the neoclassical school of scientific management?
A) E. Mayo, M. Follett
B) A. Fayol, F. Taylor
C) K. Arjiris, C. Barnard
D) A. Fayol, M. Follett
2. In what years did the School of Behavioral Sciences exist?
A) 1930 - 1950
B) 1950 - present
B) 1950 - 1960
D) 1920 - 1940
3. In what years did the School of Human Relations exist?
A) 1930 - 1950
B) 1950 - present
B) 1950 - 1960
D) 1920 - 1940
4. How can the efficiency of an enterprise or organization be improved, according to behavioral scientists?
A) competent use of scientific methods of the science of human behavior
B) increase in wages
C) more attention and care for subordinates on the part of the head
D) do nothing, everything will work out by itself
More on topic 4. Neoclassical school of management, its main provisions:
- 2. School of scientific management, its main provisions and principles. Development of management in the works of F. Taylor, G. Ford, G. Emerson.
- 3. Classical administrative school of management, its basic provisions and principles. Henri Fayol's contribution to the development of the classical school of management
