HOSPITALITY ORGANIZATIONAL MANAGEMENT

1. HRMPS 15
ORGANIZATIONAL
MANAGEMENT

2. Introduction

3. The Industrial Revolution

4. The Industrial Revolution
 Machines supplanted human labor in factories
which led to the organization of the modern
factory system.
 Industrialization led migration
 Problems rise in psychological and social
relationship
 As industries expanded, workers with varied
social, educational, economic and political
backgrounds converged.
 Long hours of work, low wages, poor working
conditions
 Certain abuses perpetrated by factory owners on
the workers.

5. Theories Contributed to Management
Thinking

6. Frederick W. Taylor
Master of Scientific Management

7.  Replace rule-of-thumb work methods with methods
based on a scientific study of the tasks.
 Scientifically select, train, and develop each employee
rather than passively leaving them to train themselves.
 Provide "Detailed instruction and supervision of each
worker in the performance of that worker's discrete
task" .
 Divide work nearly equally between managers and
workers, so that the managers apply scientific
management principles to planning the work and the
workers actually perform the tasks

8. Elton Mayo
Founder of Human Relations Movement

9. Elton Mayo
Founder of Human Relations Movement
 Individual workers cannot be treated in
isolation, but must be seen as members of a
group.
 Monetary incentives and good working
conditions are less important to the individual
than the need to belong to a group.
 Informal or unofficial groups formed at work
have a strong influence on the behavior of
those workers in a group.

10. DOUGHLAS MCGREGOR
X AND Y THEORY

11. DOUGHLAS MCGREGOR
X AND Y THEORY
 X THEORY - In this theory, which has been proven counter
effective in most modern practice, management assumes
employees are inherently lazy and will avoid work if they can
and that they inherently dislike work. As a result of this,
management believes that workers need to be closely
supervised and comprehensive systems of controls developed.
 Y THEORY -In this theory, management assumes employees
may be ambitious and self-motivated and exercise self-control. It
is believed that employees enjoy their mental and physical
work duties. According to them work is as natural as play

12. Frederick Herzberg
- Motivation-Hygiene Theory,

13. Frederick Herzberg
Two Factor Theory "The Dual Structure Theory" - Motivation-Hygiene
Theory,
 Motivators (e.g. challenging work, recognition,
responsibility) that give positive satisfaction, arising
from intrinsic conditions of the job itself, such as
recognition, achievement, or personal growth,[4] and
 Hygiene factors (e.g. status, job security, salary,
fringe benefits, work conditions) that do not give
positive satisfaction, though dissatisfaction results
from their absence. These are extrinsic to the work
itself, and include aspects such as company policies,
supervisory practices, or wages/salary.[

14.  Essentially, hygiene factors are needed to
ensure an employee is not dissatisfied.
Motivation factors are needed to motivate an
employee to higher performance. Herzberg
also further classified our actions and how and
why we do them, for example, if you perform
a work related action because you have to
then that is classed as movement, but if you
perform a work related action because
you want to then that is classed as motivation.

15. Abraham Maslow
Hierarchy of Needs

16. Hierarchy of Needs

17. Growth & Dev. Of HRM in the
Philippines