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1、LEADERSHIP and CHANGE (1)LEADERSHIP and CHANGE (1)ORGANISATIONAL ORGANISATIONAL STRUCTURE & MANAGEMENTSTRUCTURE & MANAGEMENT andand ORGANISATIONAL CHANGE ORGANISATIONAL CHANGE Leadership and Organisations6BUS1001Len RyderORGANISATIONAL STRUCTURE & MANAGEMENTLEADERSHIP and CHANGE (1)PREAMBLE(click on
2、 the speaker icon below)ORGANISATIONAL STRUCTURE & MANAGEMENTLEADERSHIP and CHANGE (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 c
3、an lead to decreased morale, lower commitment and diminished trust if not handled 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 compan
4、y, redesigning jobs, departments and divisions or downsizing the organisation.Daft, 2008ORGANISATIONAL STRUCTURE & MANAGEMENTORGANISATIONAL STRUCTURE & MANAGEMENTTHE CLASSICAL APPROACHThe Classical Approach to organisation, structure and management places an emphasis on formal structures, rules, hie
5、rarchies and common principles or organisation.The Classical Approach is generally associated with the work of: 1. F.W.Taylor (1911) - Scientific Management 2. Henri Fayol (1916) - Management Functions 3. Max Weber (1947) - BureaucracyORGANISATIONAL STRUCTURE & MANAGEMENTTHE CLASSICAL APPROACH 1. Th
6、e Principles of Scientific Management (Taylorism) Frederick F. Taylor (1911) 1.Develop a science for each element of a mans work, which replaces the old “rule-of thumb” method. 2.Scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and train
7、ed himself as best he could. 3.Managers heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed. 4.There is an almost equal division of the work and the responsibility between the management and the workmen.
8、 The management take over all work for which they are better fitted than the workmen, while 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 o
9、f work derived from time-and-motion studies. Standardisation of small work. Sub-division 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
10、wages from increased output (money being a motivator). Alignment of workers ability to 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 scienc
11、e, resting upon clearly defined laws, rules and principles e.g. Factories, Call CentresORGANISATIONAL STRUCTURE & MANAGEMENTTHE CLASSICAL APPROACH2. The Functions of Management Henri Fayol (1916) Planning - gather all information, define the task and make a workable planOrganising - brief the team,
12、explain the plan, allocate tasks, set standardsCommanding - monitor changes, assess the situation, make decisions, provide leadershipCo-ordinating - recognise individuals contributions, ensure all component tasks are working in harmony, encourage, discipline, motivateControlling - maintain standards
13、, ensure all actions are towards objectives.ORGANISATIONAL STRUCTURE & MANAGEMENTTHE CLASSICAL APPROACH3. Bureaucracy Max 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
14、 institutions of modern societies.(Pugh & Hickson, 1996) Characteristics1.Job specialisation: jobs are broken down into simple, routine and well-defined tasks2.Authority hierarchy: Positions are in a hierarchy of authority, with each position under the authority of a higher one with a clear chain of
15、 command 3.Employment and career: all personnel selected and promoted on the basis of their technical qualifications and offered a full-time career supported by thorough and expert training4.Recording: Activities and decisions are recorded in writing that form the organisational memory (the files)5.
16、Impersonal Rules and Procedures: all employees are equally subject to rules and procedures that ensure reliable and predictable behaviourORGANISATIONAL STRUCTURE & MANAGEMENTTHE HUMAN RELATIONS APPROACHMoved 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 beings1.Mayo (1927) Hawthorne Experiments 2.McGregor (1960
