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1、LEADERSHIP and CHANGE (1) ORGANISATIONAL STRUCTURE & MANAGEMENT and ORGANISATIONAL CHANGE,Leadership and Organisations 6BUS1001,Len Ryder,ORGANISATIONAL STRUCTURE & MANAGEMENTLEADERSHIP and CHANGE (1),PREAMBLE (click on the speaker icon below),ORGANISATIONAL STRUCTURE & MANAGEMENTLEADERSHIP and CHAN
2、GE (1),Leading change is one of the greatest challenges for leaders. Change can be inconvenient, painful and downright scary. Even when a change appears to be good for individual employees as well as the organisation, it can lead to decreased morale, lower commitment and diminished trust if not hand
3、led carefully. Some of the most difficult changes are those related to Organisational STRUCTURE and CULTURE. Changing the Organisational Structure involves redefining positions and responsibilities, re-engineering the company, redesigning jobs, departments and divisions or downsizing the organisatio
4、n. Daft, 2008,ORGANISATIONAL STRUCTURE & MANAGEMENT,ORGANISATIONAL STRUCTURE & MANAGEMENTTHE CLASSICAL APPROACH,The Classical Approach to organisation, structure and management places an emphasis on formal structures, rules, hierarchies and common principles or organisation. The Classical Approach i
5、s generally associated with the work of: F.W.Taylor (1911) - Scientific Management Henri Fayol (1916) - Management Functions Max Weber (1947) - Bureaucracy,ORGANISATIONAL STRUCTURE & MANAGEMENTTHE CLASSICAL APPROACH,1. The Principles of Scientific Management (Taylorism)Frederick F. Taylor (1911) Dev
6、elop a science for each element of a mans work, which replaces the old “rule-of thumb” method. Scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could. Managers heartily cooperate with the men so as to insur
7、e all of the work being done in accordance with the principles of the science which has been developed. There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, wh
8、ile in the past almost all of the work and the greater part of the responsibility were thrown upon the men. Embodied in the above are: Replacement of the old rule-of-thumb method by a more scientific measurement of work derived from time-and-motion studies. Standardisation of small work. Sub-divisio
9、n of labour each act preceded by preparatory acts by other workers (Specialisation) Work planned by managers in advance Workers given detailed and written instructions on what to do and how to do the work. Higher wages from increased output (money being a motivator). Alignment of workers ability to
10、the task. Selection, training and development of workers Division of work between management and workers elimination of the boss and the duty of management to help workers. Consequently, Management is a true science, resting upon clearly defined laws, rules and principles e.g. Factories, Call Centre
11、s,ORGANISATIONAL STRUCTURE & MANAGEMENTTHE CLASSICAL APPROACH,2. The Functions of ManagementHenri Fayol (1916) Planning - gather all information, define the task and make a workable plan Organising - brief the team, explain the plan, allocate tasks, set standards Commanding - monitor changes, assess
12、 the situation, make decisions, provide leadership Co-ordinating - recognise individuals contributions, ensure all component tasks are working in harmony, encourage, discipline, motivate Controlling - maintain standards, ensure all actions are towards objectives.,ORGANISATIONAL STRUCTURE & MANAGEMEN
13、TTHE CLASSICAL APPROACH,3. BureaucracyMax Weber (1947) Weber states that a bureaucratic organisation is technically the most efficient form of organisation possible. the bureaucratic organisation becomes typical of all the institutions of modern societies. (Pugh & Hickson, 1996) Characteristics Job
14、specialisation: jobs are broken down into simple, routine and well-defined tasks Authority hierarchy: Positions are in a hierarchy of authority, with each position under the authority of a higher one with a clear chain of command Employment and career: all personnel selected and promoted on the basi
15、s of their technical qualifications and offered a full-time career supported by thorough and expert training Recording: Activities and decisions are recorded in writing that form the organisational memory (the files) Impersonal Rules and Procedures: all employees are equally subject to rules and pro
16、cedures that ensure reliable and predictable behaviour,ORGANISATIONAL STRUCTURE & MANAGEMENTTHE HUMAN RELATIONS APPROACH,Moved the focus away from the idea that workers were simply a part of the production process and emphasised the fact that people work better if they are treated like human beings Mayo (1927) Hawthorne Experiments McGregor (1960) Theory X & Theory Y,ORGANISATIONAL STRUCTURE & MANAGEMENTTHE HUMAN RELATIONS APPROACH,1. Hawthorne ExperimentsElton Mayo (1927) Experiments carried
