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    Organization

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    The document provides an overview of organization and management theories. It discusses classical, neo-classical, and modern management theories. It also summarizes two case studies on Adidas and Samsung and their management approaches. Classical approaches discussed include Taylor's scientific management and Fayol's 14 principles. Behavioral approaches emerged from the Hawthorne studies. Contemporary approaches include systems theory and contingency theory.

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    Organization

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    132 views34 pages
    The document provides an overview of organization and management theories. It discusses classical, neo-classical, and modern management theories. It also summarizes two case studies on Adidas and Samsung and their management approaches. Classical approaches discussed include Taylor's scientific management and Fayol's 14 principles. Behavioral approaches emerged from the Hawthorne studies. Contemporary approaches include systems theory and contingency theory.

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    The document provides an overview of organization and management theories. It discusses classical, neo-classical, and modern management theories. It also summarizes two case studies on Adidas and Samsung and their management approaches. Classical approaches discussed include Taylor's scientific management and Fayol's 14 principles. Behavioral approaches emerged from the Hawthorne studies. Contemporary approaches include systems theory and contingency theory.

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    132 views34 pages

    Organization

    Uploaded by

    alphabee
    The document provides an overview of organization and management theories. It discusses classical, neo-classical, and modern management theories. It also summarizes two case studies on Adidas and Samsung and their management approaches. Classical approaches discussed include Taylor's scientific management and Fayol's 14 principles. Behavioral approaches emerged from the Hawthorne studies. Contemporary approaches include systems theory and contingency theory.

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    of 34

    ORGANISATION AND

    MANAGEMENT.
    SUBmitted by : Batch 04
    Presented by:
    CHALLA JASWANTH 160040133

    KUDARAVALLI VIKASH 160040449

    T.SUDHA HARIKA 160040849

    CHANDANA 160040318

    VINEELA 160040320

    K.CHARAN 160040426

    BASHA 160040820

    PAVAN 160040052

    SANDEEP 160040266

    SAI CHAND 160040336


    CONTENT:
    • Introduction and difference between management and admin
    • Theories
    Classical
    Neo-classical
    Modern
    • Case study 1
    • Case study 2
    • Management view
    Classical approach
    Behavioural approach
    Contemporary view
    • Successful organisation(TOYOTA)
    • Conclusion
    What is Organisation?
    • An organisation is an entity comprising multiple people, such as
    an institution or an association, that has a collective goal and is
    linked to an external environment.
    • Structure: 4 types
    • Functional structure
    • Divisional structure
    • Matrix structure
    • Projectized organisation structure
    Definitions by different authors
    • An organisation is a tool used by people to coordinate there
    actions to obtain something they desire or value –(G.JONES)
    • LOUIS ALLEN: Organisation is an instrument for achieving
    organizational goals
    What is management?
    • It is a process of reaching organisational goals by working with
    and through people and other organisational resources.
    • Administration: An Universal process of effectively organising
    people and resources to direct activities towards common goals
    and objectives.
    Definitions by different authors
    • HAROLD KOONTZ: Management is the art of getting things done
    through others and with formally organised groups.
    • Henri Fayol: management is to forecast , to plan , to command, to
    organize , to co-ordinate and control activities of others.

    • WHAT is difference between administration and management??


    • Management is directing and controlling functions of
    organisation whereas is administration is planning and organising
    functions.
    • Management is seen is business enterprises and organisation is
    seen in schools hospitals and clubs.
    Theories:
    • Theories are set of assumptions which help us understand reality.
    Three types:-
    i) Classical theory
    ii) Neo-classical theory
    iii) Modern theory
    Classical theory:
    • It is a primitive theory , it is only based on output.
    • Classical organisation theory includes scientific management approach
    (Frederick taylor), Weber’s bureaucratic approach and administrative
    theory.

    • The scientific management approach is focusing in the management of


    work and workers.{it is not a rule of thumb}.

    • Webers theory considers the organisation as a part of border society.


    • Administrative theory was propounded by Henry Fayol and is
    based on several principals of management.
    • FAILURE:
    • Classical organisation theory failed because human is not considered as
    human, they only need output at any cost , because of this this classical
    theory is considered as machine theory.
    Neoclassical theory:
    • Neoclassical theory emphasizes individual or group behaviour
    and human relations in determining productivity.
    • It is the extended version of the classical theory . According to
    this theory, the organization is the social system, and its
    performance does get affected by the human actions.
    • Team-work is essential for higher productivity.
    • The NeoClassical theory asserts that an individual is diversely
    motivated and wants to fulfill certain needs. The communication
    is an important yardstick to measure the efficiency of the
    information being transmitted from and to different levels of the
    organization.
    Failures:
    • The assumptions on which this theory is based are sometimes not
    true.
    • No particular organisational structure can be suitable for all the
    organisations. Various organisational formats given by neo- classists
    are not applicable in all situations.
    • Neo-classical theory is only a modification of classical organisation
    theory. It suffers from nearly same drawbacks from which classical
    theory suffered.
    Modern theory:
    • Modern organisation theory is of recent origin, having developed
    in early 1960’s. This theory has tried to overcome the drawbacks
    of earlier theories.
    • The Modern Theory is the integration of valuable concepts of the
    classical models with the social and behavioral sciences. This
    theory posits that an organization is a system that changes with
    the change in its environment, both internal and external.
    • This theory may be understood in two approaches: systems
    approach and contingency approach.
    • System approach:
    • This approach studies the organisation in its totality. The mutually
    dependent variables are properly analysed. Both internal and
    external variables are studied in analysing the nature of
    organisation.
    • Contingency approach:
    • Systems approach offers models which may not suit every type of
    organisation. Contingency approach suggests an organisational
    design which suits a particular unit. A structure will be suitable
    only if it is tailor made for an enterprise.
    The factors which influence an organisation
    • (i) Environment
    • (ii) Technology
    • (iii) Size of operations
    • (iv) People.
    • These factors greatly influence a decision for the selection of an
    appropriate organisation for an enterprise.
    Case study1:Adidas
    • ALL DAY IN DREAM ABOUT SPORTS.
    • It was founded by Adolf dassler in 1924.
    • It didn’t become a fully registered company until 1940,but gained
    intunational recognisation in 1936.
    • Slogan is “Impossible is nothing”.
    • In this competitive era too many companies like NIKE and
    REEBOK also want to be globally recognised.
    • It has grown with more innovative ideas and focussed on creating
    brand awareness and other marketing strategies.
    • Strengths:
    Invests huge money.
    Company management team is strong
    Strong control and distribution channel

    • Weaknesses:
    Products are high in price
    Doesn’t have good online service

    • If the problems in an organisation occurs in high level then


    definitely it will be rated as failure company.
    Case study 2: Samsung
    • It is a south Korean company founded by Lee Byung-chul.
    • On 1st march 1938.
    • Chairman lee declared a new management in 1993, since then
    Samsung transformed.
    • Samsung has adopted an open management in the era of
    personal management.
    Samsungs present path for successful run
    • Marketing and branding strategies have played a crucial role in
    the advancement of Samsung.
    • It has quality based management.
    • They keep on adapting to present day requirements this is the
    trick of survival of Samsung in todays competitive world.
    Management view:
    • Management is getting work done by others.
    • It has 3 basic theories :
    • 1. classical approaches
    • 2.Behavioural approaches.
    • 3.Quantitaive approach.
    Classical approach
    • Frederick Taylor: Scientific Management (1886)
    • Frank and Lillian Gilbreth: Time and motion studies (later
    1800s)
    • Henri Fayol: Fourteen Principles of Management (1880s-
    1890s)
    • Max Weber : Bureaucracy (1920s)
    Frederick W. Taylor

     Developed Scientific Management


     Laid foundation for the study of management

     Key ideas:
     Management as a separate field of study
     Explicit guidelines for scientific study of management functions
     Time studies for setting standards
     Functional specialization of managers’ duties
     Piece-rate Incentive systems
    HENRI FAYOL’s
    FOURTEEN PRINCIPLES OF MANAGEMENT
    • 1. Specialization of labor
    • 2. Authority
    • 3. Discipline
    • 4. Unity of command
    • 5. Unity of direction
    • 6. Subordination of Individual Interests
    • 7. Remuneration
    • 8. Centralization
    • 9. Scalar Chain
    • 10. Order
    • 11. Equity
    • 12. Personnel Tenure
    • 13. Initiative
    • 14. Esprit de corps
    Behavioural approach (Hawthrone experiment)
    • A research is conducted at the Hawthrone plant of western
    electric company near Chicago, 1927-1937..
    • Initial study: Effects of lightning on worker performance.
    • It was conducted to find out the role of human resource in
    increasing the production of an organization
    • But the Hawthrone effect was instead identified
    • The workers values,desires and needs.
    • Workers want to have input.
    • Workers want to be respected.
    CONTEMPORARY APPROACH
    • DEFINITION:
    • Contemporary approach means new,recent or current approaches in the
    field of management.
    • Example:
    • the way a steel company was running 100 years ago is different from
    today.however one steel company today might say they use “ contemporary
    management”
    • Classification of contemporary approach:
    1. System theory:
    • 1. closed system
    • 2. open system
    • 2. Contigency approach
    • SYSTEM THEORY:
    a set of interrelated and interdependent parts arranged in a
    manner that produces a unified whole.

    • CLOSED SYSTEM :
    system that are not influenced by and do not interact with their
    environment.
    Example:
    A production line is an example of a closed system within a
    organisation. Workers on an assembly line are generally only
    responsible for only completing their task on the line,depending on
    what type of line it is.
    Open system:
    • System that interacts with their environment.
    • Example:
    • a corporation needs to gather resources and information from its
    environmentsuch as capital,employees and customers inorder to
    function and grow
    2. contingency approach:
    • a management approach which says that organisation are different
    ,face different situations and require different ways of managing.
    • Example:
    • If the production line is too good in an organisation and the consumers
    are not satisfactory according to it,then the manager of the
    organisation should use the contingency approach
    • Conclusion:

    • Strength:
    • The organisation can survive many different situation
    • Solve complex and detail problem

    • Weaknesses:
    • Hard to understand
    • Need advance modelling
    Final outcome
    • What are the things required for a successful organization?
     Aim and Objectives
     Effective Teamwork
     Quality Leadership
    Good Decision Making.
    • The company was founded by
    Kichiiro Toyada in 1937
    • Toyota Motor Corporation is a
    Japanese multinational
    automotive manufacturer .
    • Toyota was the world's first
    automobile manufacturer to
    produce more than 10 million
    vehicles per year which it has
    done since 2012.
    • After World War II, the Japanese auto market was nearing
    destruction. On the other hand, American car manufacturers like Ford
    and General Motors were crushing it.
    • Taiichi Ohno, an engineer at Toyota, convinced his managers to
    implement the JUST-IN-TIME approach to manufacturing.
    • Ohno’s recommended changes ended up transforming the Japanese
    automaker for the better.

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