Philosophy Behind Human Organizations

Reporter: ROY C. TUBALLA

Topics:
Schools of Historical Thought and Their Components by Decade Organizing and Contingency Approach Factors that influence the contingency theory Delegation of Authority Features of Organization

Schools of Historical Thought and Their Components by Decade

1. Organization theory prior to 1900: Emphasized the division of labor and the importance of machinery to facilitate labor 2. Scientific management (1910s-) Described management as a science with employers having specific but different responsibilities; encouraged the scientific selection, training, and development of workers and the equal division of work between workers and management

Schools of Historical Thought and Their Components by Decade

3. Classical school (1910s-) Listed the duties of a manager as planning, organizing, commanding employees, coordinating activities, and controlling performance; basic principles called for specialization of work, unity of command, scalar chain of command, and coordination of activities 4. Human relations (1920s-) Focused on the importance of the attitudes and feelings of workers; informal roles and norms influenced performance

Schools of Historical Thought and Their Components by Decade

5. Classical school revisited (1930s): Re-emphasized the classical principles

6. Group dynamics (1940s) Encouraged individual participation in decision-making; noted the impact of work group on performance 7. Bureaucracy--(1940s) Emphasized order, system, rationality, uniformity, and consistency in management; lead to equitable treatment for all employees by management

Schools of Historical Thought and Their Components by Decade

8. Leadership(1950s) Stressed the importance of groups having both social task leaders; differentiated between Theory X and Y management 9. Decision theory(1960s) Suggested that individuals "satisfies" when they make decisions

10. Sociotechnical school (1960s) Called for considering technology and work groups when understanding a work system

Schools of Historical Thought and Their Components by Decade

11. Environment and technological system (1960s) Described the existence of mechanistic and organic structures and stated their effectiveness with specific types of environmental conditions and technological types 12. Systems theory- (1970s): Represented organizations as open systems with inputs, transformations, outputs, and feedback; systems strive for equilibrium and experience equifinality

Schools of Historical Thought and Their Components by Decade

13. Contingency theory (1980s): Emphasized the fit between organization processes and characteristics of the situation; called for fitting the organization's structure to various contingencies

Organizing and Contingency Approach

Based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization

Organizing and Contingency Approach

Assumes that there is no universal answer to such questions because organizations, people, and situations vary and change over time. Thus, the right thing to do depends on a complex variety of critical environmental and internal contingencies.

Factors that influence the contingency theory

1.

2.
3. 4. 5. 6.

The size of the organization How the firm adapts itself to its environment Differences among resources and operations activities Assumption of managers about employees Strategies Technologies being used

Delegation of Authority
Prerequisite for a successful implementation of results- based management. The primary objective of delegation of authority is to foster a more efficient use of resources and facilitate the emergence of more agile and responsive organizations, thus enhancing overall performance.

Delegation of Authority

Genuine delegation of authority, which means the devolution of decisionmaking powers, and decentralization, which can be understood as merely the distribution of administrative responsibilities among the units of a secretariat in various geographical locations.

A good leader is not one who can do a job of ten men, but a person who can make ten men do the job.

FEATURES OF ORGANIZATIONS:

O R G A N I Z A T I O N

Obedience (Authority) Relationship (HR) Gears (Equipment and Facilities) Aptitude (Knowledge and Skills) Need (Training Needs) Industry (Diligence) Zeal (Motivation) Attitude (Behavior) Teamwork (Unity) Innovation Order (Rules and Guidelines) Necessity (Priorities)