Organizational Development Theories

1. Fredric Winslow Taylor

Frederick Winslow Taylor is considered the father of scientific management. He
emphasized the need for systematic management to analyze and measure work, assign
tasks to the most suitable workers, and establish standard procedures. Taylor's main
ideas included separating planning from doing, selecting and training workers, time
studies, different wage plans, functional foremanship, division of labor, and
standardization of tools and equipment. His work laid the foundation for modern
management practices.

Jules Henri Fayol, a French manager-engineer, was the first to formalize management
elements and principles. He viewed management as involving all activities associated
with producing and distributing products. Fayol believed that management required
special study and could be taught in schools and universities. Managerial ability,
according to Fayol, depended on physical, mental, moral qualities, general education,
special knowledge, and experience. He believed that the relative importance of
technical and managerial abilities varied with an employee's level of authority and the
size of the firm. Technical ability was most important at the worker level, while
managerial ability became more important as individuals moved up the hierarchy. In
larger firms, managerial ability was more important than technical ability, especially at
higher levels of authority.

DAD UU SEE I CROSS

D- Division of work
A- Authority and responsibilities
D- Discipline

U- Unity of command
U- Unity of direction

S- Subordination of individual interest to general interest

E- Equity
E- Esprit de corps
I- Initiative
C- Centralisation and decentralization
 R- Remuneration
O- Order
S- Scalar chain
S- Stability of tenure of personnel

2. ELEMENTS OF MANAGEMENT
Fayol is known for identifying and describing the elements or functions that make up a
manager's job. He identified five elements of management: planning, organizing,
command, coordination, and control. Planning involves defining a firm's objectives,
which sets the stage for the other elements of management. Organizing means
providing a firm with everything it needs to achieve its objectives, including land, labor,
and materials. Command is the mission of getting the optimum return from all
employees, and it requires certain personal qualities and principles of management.
Coordination involves harmonizing all the activities of a concern to facilitate its working
and success. Control consists of verifying whether everything occurs in conformity with
the plan adopted, instructions issued, and principles established, and correcting errors
to prevent their recurrence. Fayol believed that control had an integrative effect on the
other elements of management because it could stimulate better planning, simplify and
strengthen a firm's organization structure, enhance the directing of employees, and
facilitate coordination.

3. Bureaucracy: Max Weber

Max Weber
--> Interested in bureaucracy
--> Defined as "an administrative body of appointed officials"
--> Identified two types of bureaucracy: patrimonial and legal-rational
-->Patrimonial bureaucracy is found in traditional and charismatic types of authorities
--> Legal-rational bureaucracy based on the belief in legitimacy of authority
--> Beliefs include existence of legal code, administration looking after interests of
organization, obedience to impersonal order
--> Bureaucracy intended to end exploitation of employees and ensure equal
opportunity and treatment
--> Efficient organizing is culture-free
--> Expert administration is necessary due to equality of citizens and vast services
offered in modern state
--> Increasing size of firms, advanced technology, and global marketplace make
bureaucracy inevitable.
Advantages of Bureaucracy: Division of Labour -> Efficiency
Managerial Hierarchy -> Clear Chain of Command and Better Communication
Formal Selection -> Merit-Based Hiring and Promotion
Career Orientation -> Continuity of Operations and Performance of Duties
Formal Rules and Other Controls -> Efficiency and Enforcement
Impersonality -> Avoidance of Personalities and Arbitrary Actions
Disadvantages of Bureaucracy: Rules and Controls -> Becoming Ends in Themselves ->
Bureaucratic Rigidity
Delegation of Authority -> Emphasis on Subunit Goals -> Subunit Conflict and Decreased
Effectiveness
Unnecessary Duplication of Offerings and Expenditure of Resources.