Jay Hays

1. M&O Management and Organisations Historical Foundations Jay Hays

2. Knowledge gained through past experience can and should be used as a foundation for future successes. p. 96. Understanding the past can help us understand the present – and predict the future. jay.

3. However, the past neither perfectly nor consistently predicts the future. The past is the past, not the present. Every instant is new. Existence is always recreating itself; change is constant. –Zen Buddhist philosophy. There is always the possibility for new and different existence (species, order, structure, character).–Chaos Theory (emergent properties).

4. Classical Approaches Scientific Management – Taylor; Gilbreths Administrative Principles – Fayol; Follett Bureaucratic Organisations -- Weber Shared Assumption: people and, thus, organisations are rational; logical behaviour can be described / prescribed and people will behave accordingly, given training, coaching, and other supports, and incentives.

5. Scientific Management Rules of motion, standardised work processes, proper working conditions. Carefully selected workers. Careful training and incentives. Support through planning the work and running interference.

6. Administrative Principles Foresight Planning Organisation Organising Command Leading Coordination Controlling Control Fayol: scalar communication; unity of command; unity of direction. Management can be taught.

7. Bureaucracy Organisational form based on logic, order, and legitimate authority. • Division of Labour • Hierarchy of Authority • Formal Rules and Procedures • Impersonality and Impartiality • Careers Based on Merit

8. Behavioural Approaches People are social and self-actualising. Hawthorne Studies – • Revealed that people did not work according to logical, rational formulas; i.e., group norms can operate more powerfully and individual standards and incentives. • Feelings, attitudes, and relationships are important components of motivation and performance

9. Maslow’s Hierarchy of Needs People are driven or motivated to achieve needs. Needs are ordered from most basic to most transcendent. • physiological – hunger; thirst • safety / security • social – love; belonging • esteem – respect; honour • self-actualisation – fulfilment and continued growth

10. McGregor’s Theory X and Theory Y Managers’ assumptions about people determine their orientations and behaviour toward employ-ees, and, thus, become a self-fulfilling prophesy. Theory X – People: • dislike work • have to be watched • prefer to be led • lack ambition / drive • self-actualisation – fulfilment and continued growth Theory Y – People: • are willing to work • are capable of self-control / self-direction • want and accept responsibility • are self-motivated and show initiative • are creative and intelligent Have to be let go! Have to be controlled!

11. Quantitative Approaches Formulaic methods of problem-solving and decision-making. Mathematical Forecasting Inventory Modelling Linear Programming Queuing Theory Network Models Simulation

12. Dynamics of Workplace Empowerment and Democratisation

13. The System and Dynamics of Campus Change

16. Evolution Management had to become more rational and unbiased to overcome inefficiencies. Management had to become more democratic. Bureaucracy had to give way to more flexible structures. Organisations had to incorporate ideas of social structures and teamwork.

17. Evolution Organisations had to move away from a mechanistic paradigm to a humanistic / organismic one. Closed Systems Open Systems Prescriptive Adaptive

18. Modern Approaches Systems and Contingency Thinking Systems View – Organisations are cooperative and integrated systems, comprised of sub-systems. High-performance is only possible when all sub-systems are performing effectively and each contributing to and complementing overall purpose.

19. Modern Approaches Systems and Contingency Thinking Contingency View – • Every situation is unique and different. • As a result, every organisation form and response has to be tailored to the situation / environment. There is no one best way; structures and methods must adapt to a changing situation.

20. Socio-Technical Systems STS recognises that organisations are systems comprised of both human and machine, and that performance is the result of and depends on their effective integration. STS are job designs that use technology to best advantage while still treating people with respect and allowing their human talents to be applied to their fullest potential. (p. 414) Social System Network of Interpersonal Relationships Technological System Tasks, Activities, and Tools

21. Socio-Technical Systems • Design and Integration • STS is a methodical way of designing and re-engineering work environments (or systems) to optimise delivery of specified, desirable outcomes. • STS Design Principles: • Build for purpose • Focus on outputs, not activities • Optimise coordination and communication • Share power and devolve decision making • Understand the environment • Build in flexibility and adaptability

22. Socio-Technical Systems Design and Integration The key point to remember is that STS design and integration aspires to achieve the most effective coupling and synergy among the business processes, the people who use those processes, and the information, communication, and knowledge systems that enable people to get the most out of those business processes. There is a focus on achieving the best in each of the three areas (business process, people, and information systems), but what is stressed is the overall system performance through integration.

23. Read my paper on organisational wisdom Continuing Themes Quality and Performance Excellence Global Awareness Learning Organisation All Related

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