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Frederick winslow taylor contribution to organizational theory
Criticism to the contribution of fredrick taylor in management thought
Contribution of mary parker follett in the field of management
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Gareth Morgan, Fredrick Taylor and Mary Parker Follett are three individuals whose ideas have contributed to organization theory. Some of their methods are very different, and some of their methods are similar to each other. Many of the methods discussed in this paper are still used in businesses today. Images of Organization discuss Gareth Morgan’s ideas on how organizations should run. He does not believe there is such thing as a perfect organization, but offers ideas on how organizations should run. Morgan believes that organizations should be run like a machine. This means an organization are structured to achieve the results that are put in place. Gareth Morgan believes in eight metaphors to help explain how organizations are run. …show more content…
Organizations are living things that exist in an environment that they depend on for satisfaction. Animals adapt to certain environments, and the same goes for organizations. They will adapt to the environment that they work best in. He also discusses that employees are people with needs that must be satisfied to perform effectively in the work place. Employees will work best when they know that they will be rewarded for the task they are performing. An organization as a brain is the third metaphor Morgan used to explain organizations. Looking at organizations as a brain, because managers make decisions by processing information, and applying it to the work place. They are able to process information to develop polices as well as plans for the organization. Looking at organizations as a culture is Gareth Morgan’s next approach. This is where organizations focus on values, beliefs, norms, and rituals. Working for organizations is where most people spend a majority of their time. Organizations become a culture because so many people base their life around their work. He believes that you can go into a office in any country, and it will all be the same culture. This is because organizations all share the same industrial …show more content…
She believed in dynamic administration, and getting things done through the people. She wanted the managers and the employees to fully collaborate together. This means that leadership is not just giving orders, and expecting them to be followed. The leader must explain to the employee the purpose of the organization, and create ways to coordinate actives in the organization. She believed in three steps to giving orders. First she believed in the conscious attitude. This meant that people could imply context, and then know how to act appropriately. The second is a responsible attitude. This deals with the ethical behavior, and how people giving orders will react based on their individual preference. The third step is an experimental attitude. This was viewed as a test phase to find the best circumstance to issue an order. Mary Parker Follett believed that those in charge should base their decisions and orders on what was right for the entire organization. Basing your decision on the entire organization ensures that you are not just doing something that will only benefit you. The leaders main goal is to provide understanding for all of the members of an organization. This allows everyone in an organization to make cognitive choices that will be shared with everyone involved, and help better the
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass.
There are some basic principles of leadership that reveals her significant role in the well fair of an organization. They are the following:
In business, leadership is defined as developing of a clear goal, involving others by establishing trusting relationships to share the goal, giving the information and tools to accomplish that goal, and leading and managing the differences between the members of the organization (MaRS, 2012). Harvard Business School professor and leadership author John Kotter said that leaders construct a bright future by associating people with the vision, and motivating them to succeed in spite of the difficulties. Efficacious organizational leadership can avail prioritize objectives for assistants and can offer supervision toward reaching the corporate goal.
Boje, D. M. , Luhman, J. T. , and Cunliffe, A. L. “ A Dialectic Perspective on the Organization
Leaders should lead by example. What a leader does and how they do it, serves as an example for others to follow. A leader’s behavior and actions are an important and effective way to influence the behavior of the people the lead. Leaders must treat other with dignity and respect. Leaders take responsibility for their actions, maintain their integrity by doing the right things and develop personable and commutative vision for their organizations. Leaders instill a sense of discipline; enforce organizational standards of the organization and do not turn a blind eye or overlook problems.
The same thing can be applied for organization perspective. A leader must be clear on his higher values. He has to have an accurate view on his weakness and strengths. He must know when to push the button, when to calm down, be decisive and be pro active rather than react to the situation. He has to act as the situation demands, keeping goals in mind.
Although there are many outstanding, albeit necessary qualities of a good leader, it is the leader’s beliefs in which greatness is given its first breath, fostered by action, and spread throughout the institution. A great leader believes in encouraging, not destroying; in setting the precedence instead of yielding to prominence ; in collaboration, not division; in giving, not taking; and in having high standards and volunteering to be the first of many to be held to them. A great leader does not take advantage of the people being lead, but instead, creates an advantage for the people by giving them the opportunities to lead. Only when people take ownership of an institution will passion be cultivated, action be taken, and greatness be achieved.
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations. San Francisco: John Wiley & Sons.
Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konopaske, R. (2009). Organizations: Behaviors, structure, processes (13th ed.) New York, NY: McGraw-Hill Companies, Inc.
If we think of organizations as complex social systems, we can appreciate the need for people to represent the system itself -even in times of change and diversity- and that may lead to their maximum development. Without any doubt, this is a difficult role to play by today...
This essay will describe the structure of my current work organization, characterize the structural dimensions, and explain in detail how effective that design is for my organization in today’s world.
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
According to Hatch and Cunliffe (2006), there are three major perspectives about the study of organization theory (OT): modern, symbolic interpretive, and postmodern. Each of these perspectives comes with its own assumptions and methodologies. Hatch and Cunliffe provided an introduction text about the concepts and characteristics of the three OT perspectives. Tsoukas and Knudsen also compiled a comprehensive handbook summarizing all facets of the meta-theoretical perspectives. In this post the writer will discuss the basic concepts of three perspectives, present Hatch and Cunliffe’s reasons why a multiple perspectives approach to organization theory is important, and compare Tsoukas and Knudsen’s introduction to the Hatch and Cunliffe introduction in their books.
Organizations must operate within structures that allow them to perform at their best within their given environments. According to theorists T. Burns and G.M Stalker (1961), organizations require structures that will allow them to adapt and react to changes in the environment (Mechanistic vs Organic Structures, 2009). Toyota Company’s corporate structure is spelt out as one where the management team and employees conduct operations and make decisions through a system of checks and balances.
An organisation does not exist in a vacuum. It exists in its environment, which provides resources and limitations.