This ISP (independent study program) was metered to assess the student when he or she missed a particular course at least up to half-way through the course from the beginning, also when the student missed the whole course session. It was so much designed to assist the student to acquire the missed sessions through independent but lecturer guided autonomous research work with a project write-up.
An ISP was supposed to buttress and strengthen the student intellectual background and autonomy in independent learning capabilities coupled with capacity building in making constructive and scientific presentations, data and diagrammatic analysis, and project write-up style inculcation. It strengthened the student research background using knowledge platforms to put knowledge together, to solve problems, establish a structure of a system or an organization, and to set up dynamic systems that function towards a business goal, or a scientific and technological goal-implementation.
It empowered the student to write scientific research papers and finally built the student towards thesis or dissertation writing when the student was conversant with the decision making and analysis tools in all fields, w.r.t. statistics, quantitative studies in business decision making, management science capabilities, scientific data collection and analysis prowess, and model building.
Table of Contents
1.0 SCIENTIFIC MANAGEMENT AND THE HAWTHORNE STUDIES
1.0.0 Some Advantages are that
1.0.1 Some Disadvantages of the Scientific Management
1.0.2 Hawthorne Studies
1.0.3 Applying The Hawthorne Effect on Employee Motivation
1.0.4 Someone ReallyCares about Me
2.0 THE CONTINGENCY APPROACH
2.0.0 Four Contingency Variables are
3.0 WORK FORCE DIVERSITY
4.0 CREATIVITY
4.0.0 Steps in Practicing Creative Skills
5.0 DYNAMIC CAPABILITY
5.0.0 Looking Further at Exploration and Exploitation
5.0.0.0 Exploration:
5.0.0.1 Exploitation:
5.0.0.2 Sensing:
5.0.0.3 Seizing:
5.0.0.4 Reconfiguring:
6.0 KNOWLEDGE MANAGEMENT AND ENCOURAGING PERFORMANCE IN TERMS OF CALM AND IN TERMS OF TROUBLE
7.0 ORGANIZATIONAL STRUCTURE AND DESIGN
7.0.0 Types of Organizational Structural Designs
7.0.0.0 Traditional Structures:
7.0.0.1 Divisional-Structures:
7.0.0.2 Matri-Structures:
7.0.1 Mechanistic and Organistic Organisations
7.0.1.0 Machanistic organization
7.0.1.1 Organic oganization
8.0 EVOLUTION OF MANAGEMENT THEORY
8.0.0 The Theory By Max Weber (1864-1920)
8.0.1 Theory of Administration Management Henry Fayol (1841-1925)
8.0.2 Theory of Behavioural Management By Mary Parker Follett (1868-1933)
8.0.3 Management Theory X and Theory Y By Douglas Murray McGregor(1906-1964)
8.0.3.0 Theory X:
8.0.3.1 Theory Y:
8.0.4 Management Science (a Contemporay extension of Scientific Management)
8.0.5 Organizational Environment Theory
8.0.6 The Open System Theory By Daniel Katz, Robert Kahn, and James Thomson 1960s
8.0.7 Mechanic and Organic Structures
9.0 CONCLUSION:
Objectives & Core Themes
This independent study program aims to assess and strengthen the student's intellectual background in management theory, focusing on research autonomy, data analysis, and the application of scientific methods to organizational problem-solving.
- Scientific management principles and the Hawthorne studies
- Contingency approach to organizational management
- Workforce diversity strategies in modern organizations
- Dynamic capabilities and organizational innovation
- The evolution of management theory from classical to modern systems
Excerpt from the Book
1.0 SCIENTIFIC MANAGEMENT AND THE HAWTHORNE STUDIES
Scientific management is the process whereby worker efficiency is increased by way of management through the use of scientifc investigation. In the early nineteens this way of management was inspired by the ideas of Frederick Winslow Taylor who was regarded up to today as the „Father of Scientifc Management“. Taylor introduced the concepts of „one best way“ for promoting efficiency for each worker in the organization, using the scientific method. As a mechanical engineer he was consistently appalled at the efficiency of workers. According to Stephen et al, Talor believed that worker output was only about one-third of what was possible. Therefore, he set out to correct the situation by applying the scientific method to jobs on the shop floor. He spent more than two decades pursuing with a passion the -one best way- for each job to be done“.
Taylor created clear guidelines for improving production efficiency. He defined four priniciples of management and these are as follows:
1. Develop a science for each element of an individual's work, which replaces the old rule of thumb method.
2. Scientifically select and then train, teach, and develop the worker.(Previously, worker chose their own work and trained themselves as best as they could).
3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.
4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers. (Previously, almost all the work and the greater part of the responsibility were thrown upon the workers).
Summary of Chapters
1.0 SCIENTIFIC MANAGEMENT AND THE HAWTHORNE STUDIES: This chapter introduces Frederick Winslow Taylor’s principles of scientific management and the empirical findings from the Hawthorne studies regarding employee motivation.
2.0 THE CONTINGENCY APPROACH: This section explains that there is no single best way to manage, arguing that organizational practices must be tailored to specific environmental circumstances.
3.0 WORK FORCE DIVERSITY: This chapter highlights the necessity of managing diverse organizational members to foster innovation and competitive advantage in a global market.
4.0 CREATIVITY: This chapter defines creativity as the ability to combine ideas in unique ways and outlines the essential qualities and steps for cultivating creative skills in the workplace.
5.0 DYNAMIC CAPABILITY: This chapter examines the organization's ability to adapt and innovate through exploration and exploitation, often referred to as organizational ambidexterity.
6.0 KNOWLEDGE MANAGEMENT AND ENCOURAGING PERFORMANCE IN TERMS OF CALM AND IN TERMS OF TROUBLE: This chapter explores how organizations generate value from intellectual assets and the importance of a learning culture in an unpredictable world.
7.0 ORGANIZATIONAL STRUCTURE AND DESIGN: This chapter discusses the formal arrangements of jobs and the various structural designs, such as traditional, divisional, and matrix structures.
8.0 EVOLUTION OF MANAGEMENT THEORY: This chapter provides a historical overview of management thought, including contributions from Max Weber, Henry Fayol, and Mary Parker Follett.
9.0 CONCLUSION: The concluding chapter reiterates the purpose of the study program in building research autonomy and practical managerial capabilities.
Keywords
Scientific Management, Hawthorne Studies, Contingency Approach, Workforce Diversity, Creativity, Innovation, Dynamic Capability, Knowledge Management, Organizational Structure, Organizational Design, Management Theory, Exploration, Exploitation, Efficiency, Leadership
Frequently Asked Questions
What is the primary focus of this document?
The document serves as a literature review and independent study write-up exploring the foundations, evolution, and modern applications of management theory and organizational behavior.
What are the central themes discussed in the work?
Key themes include scientific management, the contingency approach, workforce diversity, creative processes, dynamic organizational capabilities, knowledge management, and the evolution of structural design.
What is the core objective of the research?
The primary objective is to enhance the student's understanding of management principles through rigorous literature review and autonomous research, preparing them for higher-level dissertation writing.
Which scientific methods are primarily highlighted?
The work focuses on scientific management methods derived from Taylorism, as well as management science tools like quantitative analysis and operations research.
What does the main body of the text cover?
The main body systematically progresses through classical management theories, shifts in organizational design, and contemporary concepts like ambidexterity and knowledge management.
How would you describe the key characteristics of this study?
The work is characterized by its historical context, focus on organizational efficiency, empirical references to management pioneers, and practical applicability to modern business challenges.
What is the significance of the "Hawthorne Effect" as discussed?
The Hawthorne Effect is highlighted as a critical realization that worker productivity is influenced not just by technical conditions, but by social atmosphere and the feeling of being valued.
How does the text define organizational ambidexterity?
Ambidexterity is defined as the capability of top management to simultaneously pursue both exploration and exploitation within an organization.
What role does knowledge management play in modern organizations?
Knowledge management is described as the process of codifying intellectual assets to foster a learning culture, which is essential for survival in today's rapidly changing environment.
- Citation du texte
- Wisdom Yao Dornyo (Auteur), 2010, Principles of Management. Scientific Management, Knowledge Management, and Evolution of Management Theory, Munich, GRIN Verlag, https://www.grin.com/document/520208
