Organisational Behaviour Theories and Principles
•
60 j'aime•63,382 vues
As per the KTU syllabus
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à Organisational Behaviour Theories and Principles
Similaire à Organisational Behaviour Theories and Principles (20)
Plus de Dr.Aravind TS
Plus de Dr.Aravind TS (20)
Dernier
Dernier (20)
Organisational Behaviour Theories and Principles
- 1. Organisational theories And principles Aravind.T.S KTU- Syllabus www.aravindts.com
- 2. 3 Basic Theories of OB www.aravindts.com
- 3. BUREAUCRACY • Bureaucracy refers to the management of large organisations characterised by hierarchy, Fixed rules, impersonal relationship, rigid adherence to procedures, and a highly specialised division of labor.-Max Webber Max Webber www.aravindts.com
- 4. Characteristics of Bureaucracy • The rules and job responsibilities are written down and clearly stated • Clear hierarchy of power is concentrated among a few high-ranking managers • Appointments and promotions of officers are formal, because these officers will be held accountable. www.aravindts.com
- 5. Characteristics of Bureaucracy • Employees are hired based on their skills and knowledge, not because of favouritism or luck. • Salaries are tied to a pay-grade system • Bureaucracies are unable or unwilling to adapt to changing conditions quickly (Micro- manageable) www.aravindts.com
- 8. •Rigid rules and regulations • Having no consideration for interpersonal relationship based on emotions and human qualities •Power has been considered as the dominant factor to administer the organization www.aravindts.com
- 9. Drawbacks of Bureaucratic model •There are glaring drawbacks in the bureaucratic model namely rigidity, impersonal and mechanistic relationship. •Lack of co-ordination and interpersonal communication and lastly existence of blind faith in rules and regulations. www.aravindts.com
- 10. Application and Effect •The system may work in large government organizations or the organization where there is no change anticipated. •The theory does not promote fulfilment of human needs and does not exploit full potential of employees. www.aravindts.com
- 11. SCIENTIFIC MANAGEMENT - Knowing exactly what you want men to do and then see that they do it the best and cheapest way Fredrick Winslow Taylor www.aravindts.com
- 14. Features of Scientific Management •Separation of Planning and doing •Functional foremanship •Job Analysis •Standardisation •Scientific selection and training of workers •Financial incentives •Economies •Mentalrevolution • Scientific Managementwww.aravindts.com
- 15. Separation of Planning and doing Taylor divided the entire work into two parts namely planning and doing. It was the responsibility of supervisors to plan the work that an individual worker is required to do and ensure that the tools required by them are made available to them. Scientific Managementwww.aravindts.com
- 17. Scientific selection and training of workers Workers selection should be carried out on scientific basis. Taylor suggested that workers should be given adequate training and work allotted based on their physical and technical aptitude. Scientific Managementwww.aravindts.com
- 18. Financial incentives •He fixed targets for each work and they were paid based on efficiency. •Anybody who worked beyond the laid down target were paid higher rate of wages and any employee who could not meet allotted target was paid below the laid down rate. www.aravindts.com
- 19. Economies Taylor insisted that internal economy must been sured by each worker ensuring that there was no wastage in time and material while carrying out the job. www.aravindts.com
- 20. Mental revolution Taylor was a firm believer that there must be sound relations between the management and the workers. www.aravindts.com
- 21. Principles of Scientific Management • Replacing Rule of Thumb with Science • Harmony in Group Action • Co-operation • Maximum Output and development of workers www.aravindts.com
- 22. PROCESS MANAGEMENT THEORY He has used the term ‘administration’ instead of management emphasising that there is unity of science of administration. www.aravindts.com
- 23. Industrial Activities 1.Technical – relating to production and maintenance 2. Commercial – buying, selling and exchange. 3. Financial – search for capital and its optimum utilization. 4. Security – protection of property and human beings 5. Accounting – accounting of stores and equipment. Statistics is also covered under accounting. 6. Managerial – activities include planning, organizing, commanding, coordinating and control. www.aravindts.com
- 24. Fayol divided his approach of studying management into three parts. Managerial Qualities (a) Physical ability:relating to health,vigour and ability to effectively addresses the people. (b) Mental ability:to understand and learn,judgment,mental vigour and adaptability. (c) Moral ability: energy, firmness, initiative, loyalty, tact and dignity (d) Educational ability:General acquaintance with matter not belonging exclusively to the function performed (e) Technical ability: Particular to function being performed (f) Experience: Arising out of work www.aravindts.com
- 25. General Principles of Management General Principles of Management .Division of Labour .Parity of authority and responsibility .Discipline .Unity of command .Unity of direction .Subordination of individual to general interest .Fair remuneration to employee: .Centralisation and decentralisation .Scalar chain .Equity .Esprit de corps -Team work www.aravindts.com
- 27. Neo Classical Theory Human Relations Era -1927 1. Individual behaviour and sentiments are closely related. 2. Group influences significantly affected individual behaviour. 3. Group standards established individual output. 4. Money was less a factor in determining output. 5. Group standards, group sentiments and security provided by the group were Responsible for higher productivity. www.aravindts.com
- 28. Need Hierarchy Theory- Abraham Maslow Behavioural Theory www.aravindts.com
- 29. Need Hierarchy Theory- Abraham Maslow Physiological Needs – Decoration, Vibration, Temperature, Space, Noise, Gas, and Canteen facilities. Security Needs – Job description, regularity, role clarity, structure, communication, safety report meetings, agreements, and contracts. Social Needs – Joint Tasks, appreciation, sharing offices, recognition and team membership. Self – esteem – Being consulted, rank, success, achievement, encouragement, recognition, pre-requisites. Self – actualization – Personal or professional growth, autonomy, worthwhile job. • Behavioural Theory www.aravindts.com
- 30. Theory X and Theory Y - McGregor Behavioural Theory www.aravindts.com
- 31. Theory X and Theory Y - McGregor Behavioural Theory www.aravindts.com
- 32. Theory X and Theory Y - McGregor Behavioural Theory www.aravindts.com
- 35. Re-engineering Re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed Michael Hammer www.aravindts.com
- 36. Re-engineering involves total redesign of the job www.aravindts.com
- 37. •The process of re- engineering begins with a clean slate and a job is planned from beginning till end. •The objective of re-engineering is to improve efficiency, performance and overall productivity. www.aravindts.com
- 38. Steps in Re-engineering Process Mission Process Creation of Sense of Urgency Identification of Customer needs Organisational Support www.aravindts.com
- 39. Benchmarking Benchmarking is the process of comparing work and service methods against the best practices and outcomes for the purpose of identifying changes that will result in higher quality output. www.aravindts.com
- 40. Empowerment Empowerment is defined as “a process that enhances intrinsic work motivation by positively influencing impact, competence, meaningfulness and choice. www.aravindts.com
- 41. Systems Approach to Management Defines system as an organized, unitary whole composed of two or more interdependent parts, components, or sub – systems and delineated by identifiable boundaries from its environmental system. www.aravindts.com
- 42. TQM 1.Build awareness of the need to improve 2. Set goals for improvement 3. Organize so as to reach the goals 4. Provide training 5. Conduct projects to solve problems 6. Report progress 7. Give recognition 8. Communicate results 9. Keep score of progress achieved 10. Maintain the momentum by making annual improvement part of the regular system and processes of the company. F. Juran www.aravindts.com