Table of Contents
Notes lecture 2: early modernist perspective: general principles. 4
Overview I: What is modernism?................................................4
The Development of Modernist Management...........................................................13
F.W. Taylor and Scientific Management....................................................................13
Braverman’s & Littler’s Perspectives........................................................................13
Scientific Management in the Soviet Union..............................................................13
Fordism and Assembly Line Production....................................................................13
Global Spread of Scientific Management..................................................................14
Rise of Management Specializations.........................................................................14
Summary:................................................................................................................. 15
Overview II: timeline of early modernist ideas..........................15
Precursor to early modernist perspective of OT........................................................15
Part III.................................................................................... 15
Importance of RATIONALITY......................................................................................15
Rationality in Modernist OT.......................................................................................16
Part IV: Bureaucracy...............................................................16
Max Weber (1864-1920).................................................................16
Weber, 1920: Quest for an organizational ‘ideal type’......................16
Design parameters (what would be expected or rational organization)
....................................................................................................17
Weber’s model of ideal-type bureaucracy (main characteristics)......17
Is the ‘ideal type’ really ideal?........................................................18
Part V: Scientific management.................................................18
Frederick Winslow Taylor (1856-1915)............................................18
Taylor’s scientific management......................................................18
Under scientific management, managers are responsible for many
task..............................................................................................19
The main responsibility of workers.................................................19
Time motion studies as a method...................................................20
Are time and motion studies still relevant today?............................20
Part VI Mass production..........................................................20
“Taylorization” of mass production - The example of the Ford Motor
company (from 1903 on)................................................................20
McDonaldization (George Rtizer, 1993)...........................................20
Advantages and disadvantages of Taylorism as a concept...............21
Spotting the pros and cons............................................................21
Conclusion.............................................................................. 21
Lecture 3 – The modernist perspective: contingency theory and
systems theory.......................................................................22
Spotting the pros and cons............................................................26
, Early modernism recap..................................................................26
Organizations cannot always reply on the one best way because... . .26
Part III – General systems theory (1950s).................................27
The origins of general systems theory............................................27
General systems theory (1950s).....................................................27
Central characteristics of systems theory.......................................28
How do systems connect with their environment?...........................28
An organizational system...............................................................29
The revolutionary impact of general systems theory on organization
....................................................................................................29
Part IV – Contingency theory (1960s)........................................29
What is contingency theory? New approach that emerged from 1960s
....................................................................................................29
Burns and stalker publish a first study (1961).................................29
Mechanistic vs organic structures – burns and stalker 1961.............30
Why do managers prefer mechanistic organizations........................30
But mechanistic organization have drawbacks................................31
Are organic organizations better than for manager.........................31
Organic organizations have drawbacks too!....................................31
Part IV – conclusion.................................................................32
Evolution of modernist perspectives on organizations.....................32
Lecture 4 – the neo-modernist perspective: human relations &
motivation.............................................................................. 32
Neo-modernism – a new understanding of organisations?........................................38
Part III – human relations school..............................................38
BACKGROUND & KEY FIGURES........................................................38
Unpacking human relations............................................................38
Hawthorne studies – cornerstone of human relations school......39
Hawthorne studies (1920s to 1930s)...............................................39
Key experiments............................................................................39
Hawthorne effect...........................................................................40
In the experiments, where any adjustments made in the study was
interpreted by workers as a sign that management cared → provided
some mental stimulation that was good for morale and productivity.
....................................................................................................40
5 key lessons from the Hawthorne experiments..............................40
Motivation matter...................................................................40
Motivation & satisfaction – beyond money......................................40
Roethlisberger’s ideas of motivation..............................................40
,Influence of human relations on organizations – rise of human
resource and personnel management.......................................41
Development of human resource & personnel management.............41
Case study exercise.......................................................................41
Comparing modernism & neo-modernism.......................................42
Conclusion....................................................................................43
Lecture 5 – Neo-modernist theory: riding the new wave: new
forms of managerial control & leadership.................................44
Neo-modernism.............................................................................44
Part II – overview: management and leadership needs to ride the
new wave of neo-modernism...................................................45
The new wave OT its origin story....................................................45
Part III – formal control: how does it work?...............................45
What is control in organizations?....................................................45
Bureaucratic control......................................................................45
Output control...............................................................................46
Cultural control.............................................................................46
What is organizational culture?......................................................47
Why does organizational culture matter?........................................47
What is corporate culture?.............................................................47
Importance of corporate culture and who should develop it.............48
New wave leadership & management – Managerial revolution?. .48
Why change? – it is currently a turbulent world...............................48
“what kind of leaderships do we need?”.........................................49
Emerge of transformational leadership?..........................................49
Conclusion....................................................................................50
Lecture 6 - Recap on modernism & neomodernism....................51
Warm up session...........................................................................51
Evolution of modernist and neomodernist perspectives on
organizations................................................................................52
Practise questions.........................................................................52
Modernist perspectives.............................................................................................52
Neo modernist perspectives.....................................................................................53
Lecture 7 – Post-modernist organization...................................54
Historical developments and their impact on society.......................54
Modernism....................................................................................55
Neo-modernism.............................................................................55
Today............................................................................................55
, A changing world, starting in the 1970s..........................................55
New challenges emerge:................................................................55
Globalization of the economy.........................................................56
Flexibilization of personnel: three forms.........................................56
Post-modern organization theory...................................................56
Post-industrialism and the information society................................56
Lecture 8................................................................................ 57
Neo-fordism, flexible specialization and post-fordism......................57
Development of societal institutions...............................................57
Too successful, is that possible?.....................................................58
The Fordist regime crumbles..........................................................58
main approaches in post modernist…..............................................58
Post-Fordism.................................................................................58
3 schools of Post-Fordism, flexible firm and platform economy (gig
work)............................................................................................59
The flexible firm............................................................................59
New organizational forms..............................................................60
Conclusion post-modern organization.............................................60
Platform economy/ Gig work...........................................................60
Gig work (Stanford 2017)...............................................................60
lecture 10 final wrap up and exam prep....................................61
Evolution of modernist and neomodernist perspectives on
organizations................................................................................62
New wave management and leadership – lecture 5..........................62
5 characteristics of transformation leadership................................62
Notes lecture 2: early modernist
perspective: general principles
Overview I: What is modernism?
Order & structure -> rules, routines, predictability
Rationality & science -> data, logic > opinion
Form follows function -> structure designed for tasks
Functional change -> adapts to environment needs
Efficiency & effectiveness -> ultimate goals
Professional management -> trained experts run organizations
Hierarchy & authority -> clear roles, top-down control
Modernist principles today:
Notes lecture 2: early modernist perspective: general principles. 4
Overview I: What is modernism?................................................4
The Development of Modernist Management...........................................................13
F.W. Taylor and Scientific Management....................................................................13
Braverman’s & Littler’s Perspectives........................................................................13
Scientific Management in the Soviet Union..............................................................13
Fordism and Assembly Line Production....................................................................13
Global Spread of Scientific Management..................................................................14
Rise of Management Specializations.........................................................................14
Summary:................................................................................................................. 15
Overview II: timeline of early modernist ideas..........................15
Precursor to early modernist perspective of OT........................................................15
Part III.................................................................................... 15
Importance of RATIONALITY......................................................................................15
Rationality in Modernist OT.......................................................................................16
Part IV: Bureaucracy...............................................................16
Max Weber (1864-1920).................................................................16
Weber, 1920: Quest for an organizational ‘ideal type’......................16
Design parameters (what would be expected or rational organization)
....................................................................................................17
Weber’s model of ideal-type bureaucracy (main characteristics)......17
Is the ‘ideal type’ really ideal?........................................................18
Part V: Scientific management.................................................18
Frederick Winslow Taylor (1856-1915)............................................18
Taylor’s scientific management......................................................18
Under scientific management, managers are responsible for many
task..............................................................................................19
The main responsibility of workers.................................................19
Time motion studies as a method...................................................20
Are time and motion studies still relevant today?............................20
Part VI Mass production..........................................................20
“Taylorization” of mass production - The example of the Ford Motor
company (from 1903 on)................................................................20
McDonaldization (George Rtizer, 1993)...........................................20
Advantages and disadvantages of Taylorism as a concept...............21
Spotting the pros and cons............................................................21
Conclusion.............................................................................. 21
Lecture 3 – The modernist perspective: contingency theory and
systems theory.......................................................................22
Spotting the pros and cons............................................................26
, Early modernism recap..................................................................26
Organizations cannot always reply on the one best way because... . .26
Part III – General systems theory (1950s).................................27
The origins of general systems theory............................................27
General systems theory (1950s).....................................................27
Central characteristics of systems theory.......................................28
How do systems connect with their environment?...........................28
An organizational system...............................................................29
The revolutionary impact of general systems theory on organization
....................................................................................................29
Part IV – Contingency theory (1960s)........................................29
What is contingency theory? New approach that emerged from 1960s
....................................................................................................29
Burns and stalker publish a first study (1961).................................29
Mechanistic vs organic structures – burns and stalker 1961.............30
Why do managers prefer mechanistic organizations........................30
But mechanistic organization have drawbacks................................31
Are organic organizations better than for manager.........................31
Organic organizations have drawbacks too!....................................31
Part IV – conclusion.................................................................32
Evolution of modernist perspectives on organizations.....................32
Lecture 4 – the neo-modernist perspective: human relations &
motivation.............................................................................. 32
Neo-modernism – a new understanding of organisations?........................................38
Part III – human relations school..............................................38
BACKGROUND & KEY FIGURES........................................................38
Unpacking human relations............................................................38
Hawthorne studies – cornerstone of human relations school......39
Hawthorne studies (1920s to 1930s)...............................................39
Key experiments............................................................................39
Hawthorne effect...........................................................................40
In the experiments, where any adjustments made in the study was
interpreted by workers as a sign that management cared → provided
some mental stimulation that was good for morale and productivity.
....................................................................................................40
5 key lessons from the Hawthorne experiments..............................40
Motivation matter...................................................................40
Motivation & satisfaction – beyond money......................................40
Roethlisberger’s ideas of motivation..............................................40
,Influence of human relations on organizations – rise of human
resource and personnel management.......................................41
Development of human resource & personnel management.............41
Case study exercise.......................................................................41
Comparing modernism & neo-modernism.......................................42
Conclusion....................................................................................43
Lecture 5 – Neo-modernist theory: riding the new wave: new
forms of managerial control & leadership.................................44
Neo-modernism.............................................................................44
Part II – overview: management and leadership needs to ride the
new wave of neo-modernism...................................................45
The new wave OT its origin story....................................................45
Part III – formal control: how does it work?...............................45
What is control in organizations?....................................................45
Bureaucratic control......................................................................45
Output control...............................................................................46
Cultural control.............................................................................46
What is organizational culture?......................................................47
Why does organizational culture matter?........................................47
What is corporate culture?.............................................................47
Importance of corporate culture and who should develop it.............48
New wave leadership & management – Managerial revolution?. .48
Why change? – it is currently a turbulent world...............................48
“what kind of leaderships do we need?”.........................................49
Emerge of transformational leadership?..........................................49
Conclusion....................................................................................50
Lecture 6 - Recap on modernism & neomodernism....................51
Warm up session...........................................................................51
Evolution of modernist and neomodernist perspectives on
organizations................................................................................52
Practise questions.........................................................................52
Modernist perspectives.............................................................................................52
Neo modernist perspectives.....................................................................................53
Lecture 7 – Post-modernist organization...................................54
Historical developments and their impact on society.......................54
Modernism....................................................................................55
Neo-modernism.............................................................................55
Today............................................................................................55
, A changing world, starting in the 1970s..........................................55
New challenges emerge:................................................................55
Globalization of the economy.........................................................56
Flexibilization of personnel: three forms.........................................56
Post-modern organization theory...................................................56
Post-industrialism and the information society................................56
Lecture 8................................................................................ 57
Neo-fordism, flexible specialization and post-fordism......................57
Development of societal institutions...............................................57
Too successful, is that possible?.....................................................58
The Fordist regime crumbles..........................................................58
main approaches in post modernist…..............................................58
Post-Fordism.................................................................................58
3 schools of Post-Fordism, flexible firm and platform economy (gig
work)............................................................................................59
The flexible firm............................................................................59
New organizational forms..............................................................60
Conclusion post-modern organization.............................................60
Platform economy/ Gig work...........................................................60
Gig work (Stanford 2017)...............................................................60
lecture 10 final wrap up and exam prep....................................61
Evolution of modernist and neomodernist perspectives on
organizations................................................................................62
New wave management and leadership – lecture 5..........................62
5 characteristics of transformation leadership................................62
Notes lecture 2: early modernist
perspective: general principles
Overview I: What is modernism?
Order & structure -> rules, routines, predictability
Rationality & science -> data, logic > opinion
Form follows function -> structure designed for tasks
Functional change -> adapts to environment needs
Efficiency & effectiveness -> ultimate goals
Professional management -> trained experts run organizations
Hierarchy & authority -> clear roles, top-down control
Modernist principles today:
