Evolution-and-Foundation-of-Management.pptx

Evolution and foundation of management

Modern organization theory is fundamental in
nature
 Based on the concept
that the organization is
a system which has to
adapt to changes in its
environment.

Notable characteristics of the
modern approaches
 A systems viewpoint
 A dynamic process of interaction
 Multileveled and multidimensional
 Multi motivated
 Probabilistic
 Multidisciplinary
 Descriptive
 Multivariable
 Adaptive

Modern understandings of the organization
can be broadly classified into:
 System Approach
 Socio-Technical Theory
 A Contingency or Situational
Approach

STRATEGIES IN RESOLVING DESTRUCTIVE CONFLICT

THE SYSTEMS APPROACH
Composed of interconnected
– and thus mutually
dependent – sub systems.

Three basic elements of
system approach
 Components
 Linking Process
 Goals of Organization

Components
• a. The individual
• b. The formal and informal organization
• c. Patterns of behavior emerging from role
demands of the organization
• d. Role comprehension of the individual, and
• e. The physical environment in which individuals
work.

LINking process
Different components of
an organization are
required to operate in an
organized and correlated
manner.

LINking process
The interaction between
them is contingent upon
the linking processes,
which consist of
communication, balance
and decision making.

communication
Eliciting action, exerting
control and effecting
coordination to link
decision centers in the
system in a composite
form.

balance
equilibrium between
different parts of the
system so that they keep a
harmoniously structured
relationship with one
another.

Decision analysis
considered to be a linking
process in the systems
approach.

Goals of organization
Goals of an organization may be
growth, stability and interaction.
Interaction implies how best the
members of an organization can
interact with one another to their
mutual advantage.

Socio-technical approach
Based on the premise that every
organization consists of the people,
the technical system and the
environment.
People (the social system) use tools,
techniques and knowledge (the
technical system) to produce goods
or services valued by consumers or
users.

THE CONTIGENCY OR SITUATIONAL
APPROACH
Belief that there cannot
be universal guidelines
which are suitable for all
situations.

The research organization as a
social system
Satisfy specific human needs in
interaction with other sub-systems of
human activities and resources in the
given environment. In a research
organization, individual needs of
researchers are more often in conflict
with organizational needs than in any
other organization. Therefore, growth of
the organization should concurrently
also promote growth of the individual.

Characteristics of the
Research Organization
Consists of a number of individuals,
groups or departments, each of which
is a sub-system within the total system.
The prevalence of these sub-systems
makes the organization complex.

The various sub-systems of the
research organization are inter-
dependent which makes it
further complex, as each sub-
system has its way of working
requirements, behavior, etc.

Research organizations operate in
the wider environment of a larger
organization or system, and are
therefore open. They have to
function in harmony with
environmental requirements,
goals and functions.

Most research organizations have a
multiplicity of sub-systems, each of
which has dynamic interactions with
others. In the research organization,
a researcher can be viewed as a sub-
system with specific needs, goals and
functioning, although those needs,
goals and functioning may
sometimes not match those of the
organization.

Goal setting
One of the control systems, a component of the appraisal
process and an effective tool for human resource
management.
Drucker suggested that management by objectives can be
useful for managers for effectively managing the direction
of the organization.

Importance of Goal Setting
Making clear what people have to
do;
Solving specific problems related
to the work as they emerge during the
process of goal setting;
Reducing ambivalence in the
assigned work and thus encouraging
increasing efforts;

Supporting people to find a connection between
their work and the achievements of the organization;
Assisting individuals in allocating their time,
efforts and personal resources;

Giving a feeling of
accomplishment and contentment
when specified goals are achieved;
and
Providing some control over
the people and their work in an
organization. Goals are an objective
way of assessing performance in
the organization

Difficult and challenging but attainable goals are
better than relatively easy goals,
Goals evolved through participation and accepted by
workers are preferred to assigned goals, and
Objective and timely feedback about progress toward
goals is better than no feedback.

process of Goal Setting
1. The first step in the process is setting in general
organizational objectives and preparing an action plan.
Goal setting is based on a top-down approach, and
involves;
Identifying key result areas in the organization
Identifying measures of performance
Stating objectives, and
Evolving agreement between members of top
management on the objectives and goals set.

2. Once goals are formulated, the second step is to
activate the system for implementation. For successful
implementation of such a system, it is essential to
prepare the members in the organization.

3. the third step is to set individual goals. Individual
goals are decided jointly by superiors and subordinates.
once goals are finalized, an action plan is developed for
implementation.

4. The first step involves:
Ensuring that work is carried out in the right
direction,
Identifying obstacles
Making adjustments to eliminate obstacles

5. Finally comes appraisal of performance of the
individual against the set targets. An appraisal and
feedback system is an important part of goal setting.
The individual is given feedback on his or her
performance, and provided with suitable rewards and
motivation.

Integration and
Coordination
Integration and Coordination refer to integration of the
objectives and activities of specialized units or sub-
systems in order to achieve the organization’s overall
strategic objectives. Coordination and integration are
necessary controlling mechanisms to ensure placid
functioning, particularly when organizations become
large and complex. Integration aims at ensuring that
different sub-systems work towards common goals.

Need for Integration
As the organization encounters environmental
complexity, diversity and change, it requires more and
more differentiation of its units. Need for integration
also increases with increase in structural dimensions.

Different specialized units are required to achieve
broad strategic objectives rather than only individual
objectives. For the purpose of achieving these strategic
objectives, a research manager has to coordinate
different units.

A research manager has to settle conflicts and disputes
between different specialized units. When different units are
assigned different goals and tasks, conflicts are inevitable. A
manager needs to integrate and coordinate the work of
different sub-units to effectively resolve conflicts.

Managers also need to coordinate and integrate
independent units or research stations to ensure that
their objectives and functioning are in consonance with
overall organizational goals and strategies.

The necessity for coordination increases with
increased specialization, because increases in
specialized functions leads to decision making in
specialized units or sub-units. This may cause conflict.

power in the organization
Power refers to the ability to get an
individual or group to do something or to
change in some way. Politics is a process to
achieve power. Power is inter-related with
authority and influence. Bernard defined
authority in terms of ‘legitimate power’.
Power is considered as an essential
element in any human organization so as
to engender order and coordinate various
activities. Power provides one of the
strongest motivations.

Communication in the organization
Communication is a basic element in
organizational structure and functioning. It is the
key mechanism for achieving integration and
coordination of the activities of specialized units
at different levels in the organization.

Communication in the organization
The communication process consists of seven
steps message, encoding, transmitting, receiving,
decoding, understanding and feedback.

ORGANIZATIONAL DECISION MAKING
Choosing among
alternatives. It starts with
goal setting in the
organization, and entails
searching for alternatives,
analyzing alternatives and
choosing criteria.

Broad policies or
plans for the organization
Programmers and
projects to achieve goals
Operations of
programmers and
management systems

The process of decision making involves nine steps:
3. classifying and defining the problem
1. Setting organizational goals
4. developing criteria for a successful
solution
5. generating alternatives
6. comparing alternatives to criteria
7. choosing an alternative
8. implementing the decision
2. establishing performance criteria
9. monitoring the decision and getting
feedback

Evolution-and-Foundation-of-Management.pptx

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