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Max Weber is considered the founder of complex organizational analysis. He defined characteristics of the bureacratic organization. Weber viewed this buracratic organizations as legalistic, authoritative and beneficial to sociecty.
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Emphasized closed system view of organizations and the people within them and the concept of one best way to organize.
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The SCM recognized a division of responsibility between management and labor. Taylor developed procedues for analyzing and designing tasks.
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Mid 1920's Ground-breaking studies and reports on the influence of social and psychological factors on work behavior and the acknowledgement these can be stronger than pay or physical conditions.
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Human relations and pscyhological theories begin to emerge
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Management theories encompassing administrative functions. Mooney put forth the organization should be like a scale in terms of authority and corresponding authority.
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Lewin influenced analysts conception of processes of change, decision making and those concerned with people, particularly with groups.
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Management theories encompassing administrative functions.
Gulick's work defined by two principles: Division of Work and Coordination of Work. -
Chester Barnard's Book THE FUNCITON OF THE EXECUTIVE became one of the most influential in the field. Barnard characterized organizations as economies of incentives.
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Herbert Simon introduced the concept of 'satisficing' or mangement choosing the best of limited set of alternatives to optimize the decision within constraints of limited information and time as he believed it was impossible to make maximally rational deciisons.
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Maslow argued human needs fall into a set of major categories with the lowest category dominating motives until met and then the next category becomes the needs that must be met.
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McGregor believed most industrial employees in U.S. were indifferent to organizational needs and management had complete responsibility - respresenting the Classic approach, this is Theory X, Theory Y states employees are capable of self-direction and self-motivation. McGregor put forth that management based on Theory Y would be more effective, rejecting the Classic approach.
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Organizations adapt different forms in response to different contingencies.
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Organic organizations more successful in rapidly changing industry.
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Determined most successful firms within each category studies showed similar management structure profiles although the profiles differend among the three technology/production process categories the firms were placed in to.
