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Chapter Two
Approaches to Organisation
and Management
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.2
Management theory
McGregor
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.3
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.4
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.5
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.6
Scientific Bureaucracy
Management
Max Weber
F.W.Taylor
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.7
Scientific management
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.8
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.9
Critique of Taylorism
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.10
Taylor’s legacy
Bureaucracy
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.13
• Specialisation
• Hierarchy of authority
• System of rules
• Impersonal behaviour
Stewart.
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.14
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.16
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.17
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.18
Neo-Human relations
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.19
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.20
Social action
Sociologically based
• Views the organisation from the standpoint of
individual members (the ‘actors’).
• Individual goals and interpretations of the work
situation are important in explaining behaviour.
• Conflict is seen as an organisational norm.
• Rejects the ‘unitary’ and adopts a more ‘pluralist’
approach to understanding organisational life.
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.22
Mullins p 58
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.23
Development of approaches
to organisation and management
Postmodernism
Watson
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.25
Caveats to be noted
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.27
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.28
Crainer
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.30
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007
Slide 2.31
Exercise
Mullins, Management and Organisational Behaviour, 8th Edition, © Laurie J. Mullins 2007