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Week 2 (Lecture reading (Organisation (Contain people, Perform a role,…

- - - - :smiley:Higher output when relationships are considered
      - Bent production line
      - Belonging greater than monetary rewards
  - - - 14 principles of good organisational management
  - - - inputs,conversion and outputs
      - High degree of interaction
      - Organisation
    - - Systems
      - Classical
      - Human relations
        
        Individuals working
    - - No interaction with external environment
    - - 1)Input (source environment)
      - 2)Conversion (transformation of input into finished goods)
        
        :smiley:
      - 3) Output (into the environment)
  - - - Decreases employee wellbeing (criticism) :unamused:
    - - Simplistic view of productivity (criticism) :unamused:
      - Ignores workers' psychological needs :unamused:
      - Ignores "the group" processes :unamused:
    - - Criticism that it is not the only motivator :unamused:
      - Doesn't consider bargaining/trade unions :unamused:
- - - - Roots of systems theory
      - Rejects absolutist approach
      - Other theories not applicable to different contexts
    - - Mechanistic
        
        Organisational systems
        
        stable environment
      - Organic
        
        volatile environment
        
        human relations philosophies
      - Reality
        
        organisations not 100% mechanistic or organic
      - Differentiation
        
        diverse managerial practices
      - Integration
        
        similar managerial practices
  - - - Human Relations Theory
      - Classical Theory
      - Contingency Theory
      - Systems theory
  - - - Interacts with the environment
    - - Inputs
      - Conversion
      - Outputs
    - - Technology
      - People and social groups
      - Org. Structure
      - External Environement
    - - Between Technology
      - Between social conditions
  - - - Focus on the organisations productivity than individuals
      - developed by earliest theorists
      - highlight managerial hierarchies
      - Follow rules, guidelines, principles
    - - Henri Fayol
        
        Principles & function
      - Federick Taylor
        
        scientific management
        
        Time study and motion study
        
        scientific selection & training
        
        scientific methods that rely on working process
        
        money as motivational tool
        
        criticisms
        
        select and train increase productivity straightly
        
        anti-union
        
        money is motivator
        
        ignore workers psychological needs
        
        adopt simplistic view of productivity
      - Max Weber
        
        Obey in authority
        
        Adherence to bureaucracy
        
        Based on expertise, discipline, specialisation
        
        Criticism
        
        Stifle innovation
        
        Reduce effectiveness
- - - - Well-lit lighting
      - Clean workstations
      - Regular breaks
      - Teamwork and colloboration
      - Social groups
        
        External groups can affect mentality
      - Recognition and worker morale
    - - Working within groups
      - Psychological conditions > physical conditions
  - - - Participants not random
        
        Is there external validity?
      - Small sample sizes
        
        :frowning_face: Can results be generalised?
        
        :smiley: Discovery of informal groups
        
        :smiley: Creation of new research questions
      - Replicable?
        
        Situational bias?
      - Samples don''t consider minorities
        
        Can results be generalised?
- - - - Starbucks
  - - - regular meetings between departments, newsletters
  - - - management can be applied to all organisations
        
        size or industry irrelvant
      - focuses on organisation as a whole
        
        no divisions within organisation
      - assumes everyone works for monetary compensation
        
        people often work for more
      - believes workers behaviour is predictable
        
        downfall that people aren't redictable
    - - Science improving efficiency
        
        Find most efficient way
        
        Scientifically manage workers
        
        Cooperate with workers
        
        Provide incentive for efficiency
        
        Divide work equally
      - Frederick Taylor-1920's
        
        Soldiering
        
        Workers deliberately less productive
        
        Poor Management responsible
        
        Workers were afraid of overworking and work themselves out of a job
        
        Workers didn't know how to work efficiently in the first place
      - McDonalds
        
        Scientific training
        
        Uniform way to complete task
        
        Standardized store layout
        
        Rewards for meeting objectives
        
        Employee of the Month award
  - - - One size does NOT fit all approach to management.