UNIVERSITY OF CALOOCAN CITY

COMPUTER STUDIES DEPARTMENT

Brgy. 173 Congressional Road, Congress Ville North Caloocan City
ORGANIZATIONAL THEORY (BUS 311)

SUMMARY OF THE REPORT

Group 1 (BSIS 3-C)

Bureaucracy Mechanistic Approach

Scientific Management

Organismic Approach

Abaca, Leoniel
Saldua, Shaina Mei
Pulido, Alvin James
Baguio, Jemvie
Golosino, Gemallee
Sarcena, Franklin
Palisoc, Peter Jade
Anand, Kathleen
Leano, Jerome
Bucog, Danilyn

Bureaucracy Mechanistic Approach

Mechanistic organization is “the organization is hierarchical and bureaucratic. It is characterized
by its highly centralized authority, formalized procedures and practices, and specialized
functions. Mechanistic organization is relatively easier and simpler to organize, but rapid change
is very challenging. Contrast to organic organization.”

CHARACTERISTICS:
Employees are found to work separately and on their own assigned tasks. There is a definite
chain of command and decisions are kept as high up the chain as possible. Communication is a
process between managers and supervisors up to executives, there is little daily interaction if any.
There are strict company policies or operating standards with an abundance of documentation.
This structure is considered the more stable of the two structures.

STRUCTURE:
Companies in a mechanistic organization structure typically hold tight control, over processes
and employees; with an iron fist so to speak. Rules are implemented and rarely deviated from
while there is also a very clear chain of command to delegate responsibilities and power
throughout the organization. Again, it is manufacturing companies that are well known for this
type of structure but there are other groups that benefit from mechanistic organization; like
universities.

Scientific Management

 Any system of organization that clearly spelled out the functions of individuals and
groups

 Fundamentals of Scientific Management

Taylor argued the following: that the principal object of management should be to secure the
maximum prosperity for the employer, coupled with the maximum prosperity for each employee
that the most important object of both the employee and the management should be the training
and development of each individual in the establishment, so that he can do the highest class of
work for which his natural abilities fit him. that maximum prosperity can exist only as the result
of maximum productivity, both for the shop and individual

Principles of Scientific Management

 The development of a science for each element of a man’s work to replace the old rule-
of-thumb methods.
 The scientific selection, training and development of workers instead of allowing them to
choose their own tasks and train themselves as best they could.
 The development of a spirit of hearty cooperation between workers and management to
ensure that work would be carried out in accordance with scientifically devised
procedures.
 The division of work between workers and management in almost equal shares, each
group taking over the work for which it is best fitted instead of the former condition in
which responsibility largely rested with the workers

Frank and Lilia Gilbreth Frank Gilbreth (1868-1924)

is best known for his(Taylor)work with construction workers on the efficiency of motion. He
developed many of the concepts and applications that are now part of modern management
techniques. With his wife and professional partner, Lillian, Gilbreth introduced the application of
psychology to industrial management. He also developed intricate studies of motion that he
adapted for use by injured soldiers and the physically disabled, as well as labourer’s.
Both Lillian and Frank Gilbreth believed that scientific management as formulated by Taylor fell
short when it came to managing the human element on the shop floor. The Gilbreths helped
formulate a constructive critique of Taylorism which had the support of other successful
managers
The old fashioned dictator does not exist under Scientific Management. The man at the head of
the business under Scientific Management is governed by rules and laws which have been
developed through hundreds of experiments just as much as the workman is, and the standards
developed are equitable.“

*F.W.Taylor – Father of Scientific Management

Organismic Approach
 

 A methodological principle that is one of the forms of the holistic
approach to the study of objects in organic nature.

The organismic approach is based on the idea that an organism possesses specific attributes that 
account for its wholenessand that it possesses particular laws of organization that can only be dis
covered by viewing the organism as a whole. Theapproach became popular at the end of the 19th 
century, when discoveries in biology and psychology were shown to be inclear contradiction to t
he postulates of both mechanism, which reduced the organism to the sum of its component cells,
molecules, and atoms, and neovitalism, which sought to renew the search for a nonmaterial “vital 
principle.”

Specific examples of the organismic approach were the theories of organicism, Gestalt psycholo
gy, holism, emergentevolution, and organic indeterminism. Some of these theories (especially or
ganicism) were entirely materialist in character,
while others included elements of idealism and mysticism in addition to positive methodological 
ideas (as in holism and thetheory of emergent evolution). Practically speaking, all of these conce
pts have died out. However, the basic ideas of theorganismic approach continue to play a constru
ctive role in two ways: their subject matter has been further developed in thetheory of integrative 
levels of organization, and their methodological background has become part of the systems appr
oach.