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HRMPS 15HRMPS 15ORGANIZATIONALMANAGEMENT
IntroductionIntroduction
The Industrial RevolutionThe Industrial Revolution
The Industrial RevolutionThe Industrial RevolutionMachines supplanted human labor in
factories which led to the organization of the modern factory system.
Industrialization led migrationProblems rise in psychological and
social relationshipAs industries expanded, workers with
varied social, educational, economic and political backgrounds converged.
Long hours of work, low wages, poor working conditions
Certain abuses perpetrated by factory owners on the workers.
Theories Contributed to Theories Contributed to ManagementManagement
ThinkingThinking
Frederick W. TaylorFrederick W. TaylorMaster of Scientific Master of Scientific
ManagementManagement
Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.
Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.
Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" .
Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks
Elton MayoElton MayoFounder of Human Relations Founder of Human Relations
MovementMovement
Elton MayoElton MayoFounder of Human Relations Founder of Human Relations
MovementMovementIndividual workers cannot be treated
in isolation, but must be seen as members of a group.
Monetary incentives and good working conditions are less important to the individual than the need to belong to a group.
Informal or unofficial groups formed at work have a strong influence on the behavior of those workers in a group.
DOUGHLAS MCGREGORDOUGHLAS MCGREGORX AND Y THEORYX AND Y THEORY
DOUGHLAS MCGREGORDOUGHLAS MCGREGORX AND Y THEORYX AND Y THEORY
X THEORY - In this theory, which has been proven counter effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed.
Y THEORY -In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. According to them work is as natural as play
Frederick HerzbergFrederick Herzberg - Motivation-Hygiene Theory, - Motivation-Hygiene Theory,
Frederick HerzbergFrederick HerzbergTwo Factor Theory "The Dual Structure Theory" - Motivation-Two Factor Theory "The Dual Structure Theory" - Motivation-
Hygiene Theory,Hygiene Theory,
Motivators (e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth,[4] and
Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.[
Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed to motivate an employee to higher performance. Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you have to then that is classed as movement, but if you perform a work related action because you want to then that is classed as motivation.
Abraham MaslowAbraham Maslow Hierarchy of NeedsHierarchy of Needs
Hierarchy of NeedsHierarchy of Needs
Growth & Dev. Of HRM in the Growth & Dev. Of HRM in the PhilippinesPhilippines