AdministrativeThinkers

FrederickTaylor;
L.D.Brandies first used the term scientist management but Taylor is K/a Father of Scientific Managerment Literatures:Principle of scientific management, shop management, art of cutting metals, piece ratesystem. Taylor believes that the best management is true science applicable to all kinds of human activities.

Best results could be achieved through partnership b/w trained staff, qualified management and cooperativeworkers.Headvocatedthattraditionalmanagersshouldchangetoamorecomprehensiveand broaderviewoftheirjobsincorporatingtheelementsofplanning,organisingandcontrolling. Taylor wanted to lay down the foundation for sound personnel management i.e. to match the workersabilitiestothejob.Taylorbelievesthateveryworkerhasthepotentialfordevelopment andtheyaremorealwayswillingtocooperatewiththemanagementbutthereisoppositionfrom that side. He demands the realisation of the fact that mutual interest are not antagonistic and mutualprosperityispossibleonlythroughmutualcooperation.

Thehabitofsolderingisof2types 1)Natural2)Systematic Scientific management does not carry any restricted meaning: it is neither to be equated to slave driving nor to strong disciplinary action against labour. Taylor feels scientist management involves a complete mentalrevolution. Taylorincludedninequalitieswhichwillmakeagoodforeman Education, special or technical knowledge, manual dexterity and strength, tact, energy, grit, honesty,judgementandgoodhealth.

Factorsfortheinefficiencyoforganisations.
1)Widespread use of thumb approach:use of adhoc temporary and randomized approach (job, tools, timeandwage) 2)SystematicSolidarity:restrictionofwordoutput. 3)Sufferingfrominitiativeandincentivebasedapproach:frommanagerside.

Hisprinciples:

1)Scienceofwork;Systematicstudyofjobassistedbytheworkers. 2)Scientificselection,traininganddevelopmentofworkers 3)comingtogetherofscienceofworkandworkers. 4)Divisionofresponsibilityb/wworkersandmanagement Bosses: Planningbosses;Routeclerk,instructioncardclerk,timeclerk,shopdisciplinarian. Executionfunctionalbosses:gangboss,speedboss,repairboss,inspectionboss. 3stakeholders(worker,managerandcustomer) Focusshouldbeonincreasingthesizeofsurplusnotonsharingthesurplus.

Impact:
Franklinmotor(100carspermonththan45perday) Russia,Germany,Francetook FederalshipyardsandarsenalsalsoinfluencedexampleMareislandshipyardWatertown Includedinthecurriculumoftheeducationandtrainingofengineers(Russia) 1912Taylorsphilosophywasbanned.

HenryFayol:
founderoftheManagementprocessschool

To fail the attempt to subdivide the study of management or administration in accordance with thepurposeoftheactivityisuntenable. HisclaimtouniversalityisevidentfromhiswordsManagementplaysaveryimportantpartinthe govtundertakings,largeorsmall,industrial,commercial,political,religiousorother. Sametoolsforbothgovtandprivateorganization. Nodistinctionbetweenmanagementandadministration.Hewasthemanagingdirectorofmining industrycommentaryfourshamboult.

Publications:Generalandindustrialadm,theoryofadm,administrativetheoryofstates.

 Everyorganisationneedstohave6majorfunctions 1)Technical 2)Commercial 3)AccountingCalledSegmentalfunctions(cannotbetakenwithoutadmin) 4)Financial 5)Security 6)AdministrativeCalledintegralfunction Theshareofsegmentalfunctionincreasesaswegofrombottomtoup,towardsmiddlesegmental function.Aswegoupintegralfunctiondominates.

Administrationdealswith5majorfunctions POCCC:Planning(French term prevoyanceTo him continuity, flexibility and precision are the boardfeatureofagoodplanofaction)

,organising(Preventexcessofregulations,redtapeandpapercontrols) Controlling,commandingandcoordination. FayolandTayloragreewitheachotherontheneedforscientificbasisofthemanagement.

Hefocussesmoreonthetopleveloftheorganisation(managers) Scienceofmanagement:Systematicallysearchforthebestpossibleway. Principles: .Divisionofwork .Authorityandresponsibility .discipline .unityofcommand .unityofdirection .subordinationofindividualinteresttogeneralinterest .remuneration .centralisation(Ifworkersarecommentedtalentedandloyalthenmanagercangofordecentralisation.) .Scalarchain(linesofcommandshouldnotbefollowedatthecostoforganisationalinterest,strategycalled gangplankfollowedincaseofurgency)

.Order .Equity .Stabilityoftenure .Attributes of a Manager (Physical, mental, moral (firmness and willingness to accept resp., general education,specialknowledge,experience) .Initiative SpiritDeCorps(harmony) Hesaidtheyarenotexhaustiveprinciple.Mightbemoreprinciples. Heemphasizethestudyofmanagement. At the higher levels the proportion of technical knowledge diminishes, but administrative skill and knowledgeareofgreatimportance. AsAlbertassertsFayolwasnotignorantoftheimportanceofthehumanfactor.Heiscreditedto have followed a human relations approach in his dealings with employees of the French mining firminwhichhewasthechiefexecutive. Heemphasizedtrainingofadministration.

ComparisonofFayolandTaylor;

botharecomplimentarytoeachother.Evenfailcommentedin1925.

.Taylor developed specificmanagementprinciples to be applied directly in the field of production but fail dealtwithageneraltheoryofadministrationtobeappliedatthetopmanagementlevel. .Management was not viewed by fail from the perspective of workshop management as in Taylors case butasauniversalsetofprinciplesapplicabletoanykindoffunctionalandorganisationalsetting. .FayolsideasconcerninghumanrelationshaveabroaderconceptionthanTaylors. .Taylorfocusedmoreonthemanagementprincipletobeapplieddirectlytothefieldofproductionandfail mainly focused on the development of the general theory of administration to be applied at the top managementlevel. .Taylorperspectiveisshopfloorlevelandfailishighermanagementlevel. .Taylorfocusisefficiencythroughworksimplificationandstandardizationwhilefailisoverallefficiencyby observingcertainprinciples.

.Results in case of Taylor is scientific observations and measurement while in case of fail is personal experiencestranslatedintouniversaltruths.

Criticism;
.Fayolneglectedthestructuralaspectandhistreatmentoftheorganisationwasconsidereddefective. .Functionalstructurerapidlybecomescostlyintermsoftimeandeffort .criticsbyclassicaladmintheory:shouldoroughtstatement,lackofexperimentation.

.Editedvolumesthepapersonthescienceofadministration(1937). .Theorymoresuitedtowardsindustrialproduction. Theorysomewhatclosertofail. .Gavemoreemphasistothestructureofadminwhilealmostneglectingtheroleofmenintheorganisation. .Adminisanart,admcouldalsobeascience. .Intermsofnatureofgovtandprivateorganisationnatureofadminissame. .Believethatpoliticsandadminareintermediateratherthanbeingseparate.(Restothertheorist(ofthat era)wereinfavourofpoliticsadmindichotomy). .Believes in the concept of decentralisation and delegation. (Other theorist were protagonist of centralisation). .Admin is not dealing with constant things so absolute principles could not be established. There can be provisionalandapproximateprinciples(probabilitywillbehighbutnotaccurate .Firstgofordesigningthestructure.Withoutaproperstructureorgisillogicalinefficientcruelandwasteful.

Principles:
.divisionofworkandspecialisation .Basis of departmental organisation (4 ps (purpose, process, person and place) any one basis will providethesetupnotallormorethen1. .Coordination(hierarchy,ideas(solvedifferingideasproblems),committees) .decentralisation .unityofcommand

.staffandline .Span of control:supervisor should not have more than 6 subordinates.(direct relation(direct single relation),directgrouprelation,crossrelation),Apersonwithsuperiorknowledgecouldbeabletocontrol moreno.ofsubordinates.Spanofcontrolalsodependsonthekindofwork(routine,repetable,diversified, andqualitative They also focussed on the functional aspect given through POSDCORB (planning, organising, staffing (order),directing,coordinating,reporting,budgeting) Thesefunctionscanonlybetakeniftheorganisationisproperlydesigned. Urwickprinciples: .principleofobjective .principleofspecialisation .coordination .authority Responsibility .definition .correspondence (through authority and responsibility:every position should be given authority and it shouldbalancewithresponsibility) .Balance(everyunitshouldbegivenequalimportance .continuitycontinuousstudyofrequirements.Orgshouldbereadytochange Latergulickorganisedprinciples .onetopexecutive Fittingpeopletothestructure. .Unityofcommand .staff:generalandspecial There might be cases when these principles will fail like (there should be no emotional attachment as authorityresponsibityprinciplewillsuffer) Gulickandurwickdiscussedtheideaofchange. Alsodiscussedtheideasofcomputerinadmintoaddressthischangeofadmin.

MAXWEBER:
.Focussesongovtadmin.Hemakehistheoryavailabletoprivateadminalso.(Thinksnodifferenceinterms ofadmin) .believesinadminpoliticsdichotomy. Hisanalysesincludediversefieldssuchrangingfromhistorytocomparativesocialsciencethathasearned himimmorality. He preferred knowledge obtained through practical experience than library research. (econ, history, religion,politics,sociology) HiswritingreflectsocialconditionsofGermanyofhistimes. Hesawthedeclineofliberalismandthethreattotheindividualinthebureaucratisationofsociety. An organisation can rule or administer only when it has legitimacy. He concluded that all administration meansdomination. V.D.Gourney has coined the term bureaucracy. He is famous because he was successful in changing the negativemeaningofthewordbureaucracy.(RedtapismwasprevailinginFrance) Concept of Rationality: process of increasing rationality (a process which involves logic and consistency andatthesametimeexcludesmagic)inthesociety. Hestudiedrationalityintermsofdomination(Oneaspectisauthority) Hewasthefirstsocialscientistwhomadeasystematicstudyofburearucarayanditscharacteristics. Powerwhenexercisedbylegitimacyisk/anAuthority Idealtype. Authority TraditionalLegalrationalCharismatic(Noadminsystems,certain Occasionarethere. o o o Patriarchal(elderone) Patrilineal(basedonlineage) Patrimonial(loyalty)

.Theseareallidealtypesthesearenotfoundinreality.Inrealitythemixtureofthesetypesarepresent. Itisalwayspossiblethatwiththepassageoftimeonetypeofauthoritytendstoacquirethecharacteristics oftheotherresultinginmodificationsintheinstitutionalstructure. Allthoseauthoritieswhicharenotincludedinpatriarchalandpatrilinealareincludedinpatrimonial. AdministrativeSystems Patrimonial(loyaltytowardssupremeauthority,kinship,friend):Highlycentralised Feudal:Someelementsofdecentralisation. Charismatic:Anyadminthathascomeundercharismaticauthoritywillcomeunderpatrimonialauthority. LegalRational:Adminsystemisbureaucracy.Thoughitislegal,rationalandscientificbutishastooperate throughlegalrules. Bodyofelectedofficialscannotbeconsideredasbureaucracy. Bureaucracy is the most rational form of an organisation. It operates through laws which is established throughtherationallawofthestates. He stressed that people once ruled by bureaucracy can never think of any other alternative. Hence it is permanentandindispensable. CharacteristicsofBureaucracy; Hierarchy SphereofCompetence(Everypositionhasdefinedresponsibility) Impersonallaw Impersonaldetachment(language,regionsnodiscrimination) Scientificselection Careersystem:appointmentforlongtermbasis. Memberssoleresponsibilityisjobnotsidebusiness. Neutral Written documents: the admin acts, decision and rules are formulated and recorded in writing even in caseswhereoraldiscussionintheruleorisevenmandatory. Efficient Universal InstitutionalcharacterofBureaucracy:Itmightbecomeagoalinitself.

Strategiestorestrictinstitutionalcharacters: Separationofpower Collegiality Amateurism Directdemocracy Representativedemocracy Weberfinallyagreedwithrepresentativedemocracyforrestrictinginstitutionalcharacters. Bureaucracywillturnintoagoldencageoveraperiodoftime.Theywilllosetheirpersonalidentity. Thereisprostitutionofpersonalityinbureaucracy. Impersonaldetachmentresultsintoalienation. Morerationalisationresultsintomorebureaucratisationwhichwillleadtomorealienation. FactorsresponsiblefortheemergenceofBureaucracy: Industrialisation Capitalism Comingupofdemocracyanddemocratisation Charismaticcanbroughtfastestchangethentraditionalthenlegalrational. Charismaticwilltrytoconvertintolegalrationalortraditionalthisiscalledroutinizationofcharisma. Weberian model of bureaucracy is a source of inspiration to many because it largely reflects the spirit of bureaucracy.

Critics:
Mainlyon3points: Rationalityofhismodel Suitabilityofthemodeltotheadminrequirementsofdifferentlacesandchangingtimes. Whetherthemodelcanattainmaximumefficiencyasvisualisedbyweber. Philip selcnick show how sub units set up goals of their own which may conflict with the purpose of the organisation.

It is no always possible to ensure that high position in the hierarchy of authority will be matched by equivalentprofessionalskill. WilliamDelaneyconsidersthatpatrimonialbureaucracymaywellbemoreconducivetoeconomicgrowth inunderdevelopedsocietiesthanregionalbureaucracyoftheweberiantype. Joseph la believes that developing societies ay find Russian or Chinese methods of admin more effective thanwesternbureaucracy. Weberianidealtypewouldnotattainmaxeffiasitemphasisesmoreonthestructureofthebureaucracy thanonthehumanbeingwhopersonifyit. Webersinsistencethateveryoraldiscussionshouldberecordedwouldresultintoomuchformalism.