Classical Perspective (1900 )

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Classical Perspective (1900)

• Emphasized a rational, scientific approach to
  study of management and sought to make workers
  and organizations like efficiently operating
  machines

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Classic. Perspective Categories

• Scientific Management
• Bureaucratic Organizations (rational)
• Administrative Principles (rational)

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Summary of Classical Management
Scientific Bureaucratic
Administrative
Focus Whole organization
Focus Workers
Focus Managers
Emphases Rules Rationality
Emphases Management functions Chain of Command
Emphases Training routines Financial motivation
Benefits Clear structure Guiding
Principles Efficiency
Benefits Fairness Efficiency
Benefits Productivity Efficiency
Drawbacks Rigidity Slowness
Drawbacks Overlooks social needs
Drawbacks Oversimplified, doesnt consider
environment
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Shift in Management Thinking Following the
Hawthorne Studies
From
To
Classical Management
Human Relations/Resources
- Rationality - Efficiency - Standardization
Recognition of importance of workers Social
Environment
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Human Relations Movement

• Emphasized satisfaction of employees
  social/psychological needs as the key to
  increased worker productivity.
• Implication Be nice to employees.

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Human Resources Perspective

• Jobs should be designed to allow workers to use
  their full potential
• People will accept responsibility
• People have intellect that can be applied to
  reaching organizational goals
• Implication allow active participation

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Other General Viewpoints in OB

• Systems Theory
• How the parts fit together
• How the org. interacts with its environment
• Contingency View
• Integrates many of the other viewpoints
• No one best way to manage - the best way depends
  on the situation

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Scientific Approach

• Seeking information in a
• systematic and
• unbiased manner

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Scientific Approach

• Goals
• Explanation (Understand)
• Prediction
• Control (Influence)

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Scientific Approach

• General Methods of Behavioral Research---A
  Continuum
• Natural
• Observat. Field
  Laboratory
• (Case) Survey Exper.
  Experiment
• ?-------------------------------------------------
  --------?
• THE FURTHER TO THE RIGHT
• -The higher the control of the Independent
  Variable(s).
• -The higher the precision in measuring the
  Dependent Variable(s).
• -The lower the realism.

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What, No Lecture?

• Students in a basic Economics course were
  randomly assigned to one of the following class
  sections
• Live Lecture
• Videotaped Lecture
• Text Only

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What, No Lecture?

• Ranking on Tests
• Text
• Lecture
• Videotape
• The differences were NOT statistically
  significant.
• The study is a good example of a Field Experiment.

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Laboratory Experiment

• Impressions of Organizational Responses to
  Whistleblower Accusations Decker Calo
• Dependent Variables
• 1) Respondents ratings of Firm
• 2) Respondents ratings of Whistleblower
• Independent Variables
• 1) Customer Individuals vs. Govt. Agencies
• 2) Company Product Tires vs. Paint
• 3) Firm Admits Guilt vs. Firm Denies
• 4) Whistleblower is Fired vs. Not Fired

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Laboratory Experiment

• Results Ratings of the Firm
• 1) Customer Individuals vs. Govt. Agencies
• Difference Not Significant
• 2) Product Tires vs. Paint
• Paint company rated higher
• 3) Firm Admits Guilt vs. Firm Denies
• 4) Whistleblower is Fired vs. Not Fired
• Variables 3 and 4 Interacted (effect of one
  depends
• on the level of the other)
• ---Firm rated highest when Admitting Guilt AND
• not firing the Whistleblower (Equally low with
  the other 3 combinations)

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