Theory of managing Organizations -DA 1232 lecture 1.pptx

Theory of managing Organizations for diploma level students

1. Theory of managing Organizations -DA 1232

2. Theory of managing Organizations -DA 1232 Part 1 – Understanding Key Management Theories and Practices Supun Liyanage BSc (Hons) Business Management (UK) ,MBA (OUSL),AIB (SL)

3. What is an Organization ? ?

4. What is an Organization ? Mansfield (1984)  An organization is a social system that is hierarchical and purposive Max Weber : An organization is a structured framework of social relations with a division of duties, authorities, and responsibilities  Bureaucratic Management

5. Introduction to Managing Organizations

6. Understanding the Four Functions of Management The four core functions of management: Planning, Organizing, Leading, and Controlling (POLC) Essential for achieving organizational goals efficiently and effectively Each function plays a crucial role in business success Early 20th century: Henry Fayol , a French industrialist, first proposed these management functions.  Original five functions:  Fayol originally listed them as planning, organizing, commanding, coordinating, and controlling.  Evolution to four functions:  Over time, "commanding" and "coordinating" were combined and replaced by "leading". 

7. Planning

8. Organizing

9. Leading

10. Controlling

11. People and Organizations The role of individuals in organizations:  Employees are the backbone of organizational success. Organizational culture and its impact:  Shapes behavior, motivation, and performance. Structure of organizations: Hierarchical structures (top-down) Flat structures (collaborative, decentralized)

12. part 2 Taylorism, Motivation, and Performance

13. Evolution of management theories Early Management (Pre-Scientific): Primarily based on practical experience and intuition, with no formal management theories.  Classical Theory (Early 20th Century): Scientific Management (Frederick Taylor):  Emphasized finding the "one best way" to perform a task by analyzing work processes and optimizing efficiency.  Administrative Management (Henry Fayol):  Defined key management functions like planning, organizing, commanding, coordinating, and controlling.  Bureaucratic Management (Max Weber):  Focused on a hierarchical structure with clear rules, authority, and responsibility.  Human Relations Movement (Mid 20th Century): Hawthorne Studies (Elton Mayo):  Highlighted the importance of social and psychological factors in employee productivity, emphasizing worker satisfaction and positive relationships.  Focus on employee needs and motivation:  Shift from purely economic incentives to considering social and psychological aspects of work.  Modern Management Theories (Late 20th Century - Present): Systems Theory:  Views organizations as complex systems with interconnected parts, where changes in one area can affect others.  Contingency Theory:  Suggests that the best management approach depends on the situation and context, with no "one size fits all" solution.  Quantitative Management:  Uses mathematical and statistical models to solve management problems. 

14. f.W.TAYLOR- FATHER OF SCIENTIFIC MANAGEMENT Introduction to Taylorism:  Focus on efficiency and productivity through scientific methods. Relationship between motivation and performance:  Motivated employees perform better. Influence of Taylorism on modern management:  Foundation for process optimization. The core principles of scientific management:  Efficiency, standardization, and systematic processes. Efficiency and productivity focus:  Maximizing output with minimal waste.

15. USES AND PROBLEMS OF SCIENTIFIC MANAGEMENT PROBLEMS Dehumanization of workers. Resistance from employees. Focus on efficiency over employee well-being.

16. Taylor’s Four Principles of Management 1 Science not Rule Of Thumb Develop a science for each element of work. Taylor advocated for using scientific methods to analyze and optimize work processes , rather than relying on traditional, informal practices.  2 Harmony ,Not Discord : Encourage collaboration and harmony between management and workers to achieve maximum productivity.  3 Cooperation ,Not Individualism in a workplace or organization, achieving goals should be done through collaborative efforts between all members, rather than individuals working solely on their own and competing with each other 4 Development of Workers to their efficiency and Prosperity Select the right employees for each job and provide them with proper training to perform at their best. 

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18. THANK YOU