Approaches to OB

following are various popular approaches to Organizational Behavior. these help describe the emergence of OB:

CLASSICAL THEORIES:

As the first step towards a systematic study of organizations, the Classical Organizational Theory is very important. It primarily deals with the anatomy of formal organizations and also views one as a machine and the employees as parts of the machine. Therefore, to increase the efficiency of the organization, each employee working in it must become efficient.

6 Pillars of Classical Organizational Theory

The main pillars or elements of the Classical theory are as follows:

1. Division of Labor – To obtain a clear specialization to improve the performance of individual workers, the organization must divide work.

2. Departmentalization – The organization must group various activities and jobs into departments. This allows it to minimize costs and also facilitate administrative control.

3. Coordination – The organization must ensure harmony among diverse functions. This allows it to arrange the group effort in an orderly manner which provides unity of action while pursuing a common purpose.

4. Scalar and Functional Processes – A scalar chain is a series of superior-subordinate relationships from the top to the bottom in an organization. It facilitates the delegation of authority or command, communication or feedback, and remedial action or decision.

5. Structure – Structure is the logical relationship of functions in an organization. Further, these functions are arranged for effective objective accomplishment.

6. Span of Control – This is the number of subordinates that a manager can effectively supervise.

Classical theories of Organizational Behavior (OB) emerged in the early 20th century and are foundational in shaping our understanding of how organizations function. Three major classical theories include Scientific Management, Administrative Theory, and Bureaucratic Theory:

1. Scientific Management:

• Era: Late 19th to early 20th century.

• Key Figure: Frederick Winslow Taylor (1856–1915)

• Core Principles:

1. Efficiency: Focus on optimizing the efficiency of individual workers and tasks.

2. Standardization: Scientifically determine the best way to perform each task and set standardized procedures.

3. Incentives: Use financial incentives, task specialization, and motion studies to motivate workers to increase productivity.

• Contributions: Taylor's time and motion studies laid the foundation for understanding work processes and efficiency, and the introduction of systematic management principles.

Frederick Taylor believed that management was a science. He stated that there were set laws that could be applied to the study of management and thereby get the desired results. In this regard, he propounded five principles of scientific management. F.W. Taylor or Fredrick Winslow Taylor, also known as the ‘Father of Scientific Management’ proved with his practical theories that a scientific method can be implemented in management. Taylor gave much concentration on the supervisory level of management and the performance of managers and workers at an operational level.

1. Science, Not Rule of Thumb

Taylor strongly believed that one has to ascertain management with scientific precision rather than sticking to the decision-making of the management. He incorporated this in his principles of scientific management.

For instance, activities such as loading raw materials into the carts can also be arranged to be done in an organized scientific way rather than relying on the judgment of the manager. There should be a proper cause and effect relationship on which decisions should be made. The principle says that decisions must rest on scientific analysis rather than trial and error. The best way of doing a job must be selected and adopted.

2. Harmony, Not Discord

Taylor propagated the need for harmony among the employees. In case there are any conflicts between the management and the employees, the organization will not be able to run smoothly. There ought to be a realization of mutual importance between the management and employees.

To achieve this, Taylor suggests that there should be a complete metamorphosis in the outlook and thought process of both the sides. This will ensure harmony prevails among all levels of management in the organization.

3. Mental Revolution

There needs to be a change in the attitude of the management and employees. The concept of mental revolution expresses that the outlook of the management and employees should change in respect of one another. They should both work with the collective aim of raising the profits of the organization. And for this, both should work in unison.

4. Cooperation, Not Individualism

This is an extension of the harmony principle. While the former emphasizes the need for harmony between the two, this principle takes it further and talks mutual cooperation. As a part of an organization, it is imperative that the two sides find a ground for cooperation.

A sense of individualism in terms of an organization can lead to diversion from the unified goals, ultimately affecting the growth of the entire organization. We must make attempts to remove any competition to create cooperation. This cooperation must percolate to the lowest levels. A categorical division of labour can help in enhancing cooperation and reducing competition.

5. Development of Every Person to his Greatest Efficiency

When you develop and train your employees, you are creating a better workforce to take your organization to better heights. To ensure that you are training the right minds, steps should be taken right from the moment of selection, recruiting people based on a scientific selection.

Taylor was an American mechanical engineer, who realized that some factors were important during work. according to Tylor, we should replace the thumb principle, increase communication and cooperation between employees and management to increase productivity, and give how salary should be distributed among employees. according to him, employees are as important to management/authority, as authority is important to employees. he mentioned that productivity can be increased by simplifying and optimizing jobs.

according to tylor the cause of low productivity is:

• poor design

• inefficient(biased) hiring procedure

• lack of proper planning, working and management

• inefficiency in work level

• workers should be motivated by a fair wage pay for a day's work

4 main principles:

1. replacing the regular working habits- thumb rules. it is best for scientific methods to be implemented in the working culture and perform innovative work instead of hard work.

2. assessing workers for any job, it is better to recruit employees according to their job field. efficiently motivate workers and keep them interested in the work process.

3. monitoring the work allocation between management and employees. divide work according to responsibility, allowing managers to create a proper plan to execute the overall working process.

4. individual growth to achieve maximum efficiency and profitability.

In short, 1. study why there is low productivity, 2. wage system, 3. harmony/communication, 4. work distribution, 5. cooperation

Taylorism, can be summarized as follows:

• Use the scientific method in planning activities - replace any existing practices or rules of thumb.

• Separate the planning function from the actual work activity.

• Standardize the process, time, equipment, and costs across all processes.

• Workers must be selected and appropriately trained for his/her respective role.

• Time, motion and fatigue figures should be employed to determine the allocation of effort between workers.

• Cooperate with or facilitate workers in the execution of their responsibilities.

• Work must have functional supervisors who have the knowledge to oversee the respective field of work.

• Responsibilities should be specifically allocated between workers and managers.

• Provide financing incentives as motivation for employee productivity increases.

for this to happen, the following is required: 1. efficiency of tools(standardization), 2. scientific test selection, 3. scientific wage rates, 4. selection and training, 5. differential wage rate for different work.

The three advantages of scientific management are as follows:

1. Reduced cost of production

2. Increased efficiency

3. Less production time

READ HERE: https://en.wikipedia.org/wiki/Scientific_management

https://www.economicsdiscussion.net/scientific-management/scientific-management/32340

2. Administrative Theory:

- Key Figure: Henri Fayol (1841–1925).

- Core Principles:

1. Unity of Command: Each employee should receive orders from only one superior.

2. Scalar Chain: Clear hierarchical structure with a chain of command.

3. Division of Labor: Specialization to increase efficiency and productivity.

- Contributions:

• Identified fundamental management functions: planning, organizing, commanding, coordinating, and controlling.

• Emphasized the importance of administrative principles in organizational effectiveness.

3. Bureaucratic Theory:

- Key Figure: Max Weber (1864–1920).

- Core Principles:

- Hierarchy: Clear hierarchical structure with well-defined levels of authority.

- Formal Rules: Detailed rules and procedures to govern organizational activities.

- Impersonality: Decision-making based on rules rather than personal preferences.

- Contributions:

- Introduction of the concept of bureaucracy as an ideal type of organization.

- Emphasis on rationality, efficiency, and predictability in organizational functioning.

Key Similarities:

- Formal Structure: All three theories emphasized the importance of formal organizational structures and processes.

- Efficiency: A common goal was to enhance organizational efficiency and effectiveness.

- Hierarchy: Clear lines of authority and hierarchy were considered essential for organizational order.

Key Differences:

	Scientific approach	Administrative theory	Bureaucratic theory
Focus	Primarily concerned with optimizing individual and task efficiency	Focused on broader administrative principles and functions	Emphasized the ideal organizational structure and decision-making process.
Approach to workers	Viewed workers as rational economic beings motivated by financial incentives	Recognized the importance of both economic and social factors in motivating workers.	Emphasized formal rules and impersonal relationships.

While these classical theories have been influential, contemporary organizational behavior studies often integrate insights from multiple perspectives, recognizing the dynamic and complex nature of modern organizations. These classical theories, however, laid the groundwork for organizational thinking and continue to be referenced in discussions about organizational design and management practices.

Criticisms of the Classical Organizational Theory

• It takes a rigid as well as a static view of organizations.

• Most classical theorists view an organization as a closed system with no interaction with its environment.

• The theory focuses more on the structural and also the technical aspects of organizations.

• It is based on oversimplified and mechanistic assumptions.

• it offers an incomplete explanation of human behavior in organizations.

In simple terms, the focus of the Classical Theory is on an organization without people.

Therefore, many experts consider it inadequate in dealing with the complexities of an organization’s structure and functioning.

Modern Organizational Theories