M&O chapter 1: The evolution of
organisation and management thoughts
1.4 Schools of thought and personalities
Neo Human: Likert, Maslow
Contingency approach
System approach
1.6 Frederick Taylor and Scientific Management (±1900)
Scientific Management:
• Systematic, coherent approach to business organisation, production should be organised
• A manager is not a slave driver, should focus on planning, coordinating and overseeing.
Production!
,1.7 Henry Fayol and the General Management Theory (±1900)
General management theory: Universal characteristics which impact the whole organisation,
universal principles that apply everywhere people work together.
Unity of command: Each employee should report to one immediate superior. More attention to
tasks of managers.
1.9 Elton Mayo and the Human Relations Movement (±1945)
Objective aspects: better light, free coffee, improved working conditions
Subjective aspects: attention, feeling of security, belong to a group
Both aspects can affect results.
Cooperation is the key, so the possession of social skills by managers is very important.
Human Relations Movement: Basic premise of the HR movement: happy and satisfied employees
perform better. Give attention to groups and individuals, give responsibility and freedom.
1.10 Likert and Neon-Human Relations Approach (±1950)
Likert: linking pin model structure = organisation consist of groups that overlap in such way that the
leader of the group is also a member of a higher group. He must lead the group and also ensure
good communication with the higher group.
Maslow: hierarchy of needs
Neo-human relations: Scientific Management & Human Relations approach
– Scientific management; organisation without men
– Human relations; men without organisation
– Neo-human relations; men and organisation
1.11 Kenneth Boulding and the Systems Approach (±1950)
Systems approach:
• Whole unit made up of coherent parts
• All activities in an organisation are closely connected with each other
• Interact with outside world (environment)
• tackle organisational problems in a consistent way (look at effects on total organisation)
,1.12 Contingency Approach (±1965)
• = Choice of most appropriate management technique derives from an organisational theory
and is strongly influenced by the circumstances in which an organisation finds itself
• Be aware and focus on surroundings
• Different circumstances require different structures, task division and working methods
• ‘There is no one best way of management’
• Changing and complex external circumstances affect an organisation’s choice of strategy,
structure and systems to be adopted.
, Statements
Answers:
1. Incorrect, because it’s interdisciplinary
Interdisciplinary team → toward a common goal
Multidisciplinary → not considered to overlap, no common goal. (De Vries providing
marketing advice to a company, no common goal)
2. Incorrect, being effective is about doing the right thing, while being efficient is about
doing things in the right manner.
3. Correct
4. Incorrect, vertical, because discussion with higher part.
5. Incorrect, about the employers and employees and it’s not about organisations.
6. Correct, because different circumstances require different structures. It all depends
on the situation.
7. Incorrect
8. Incorrect, because competitive advantage it different for every company.
9. Correct
organisation and management thoughts
1.4 Schools of thought and personalities
Neo Human: Likert, Maslow
Contingency approach
System approach
1.6 Frederick Taylor and Scientific Management (±1900)
Scientific Management:
• Systematic, coherent approach to business organisation, production should be organised
• A manager is not a slave driver, should focus on planning, coordinating and overseeing.
Production!
,1.7 Henry Fayol and the General Management Theory (±1900)
General management theory: Universal characteristics which impact the whole organisation,
universal principles that apply everywhere people work together.
Unity of command: Each employee should report to one immediate superior. More attention to
tasks of managers.
1.9 Elton Mayo and the Human Relations Movement (±1945)
Objective aspects: better light, free coffee, improved working conditions
Subjective aspects: attention, feeling of security, belong to a group
Both aspects can affect results.
Cooperation is the key, so the possession of social skills by managers is very important.
Human Relations Movement: Basic premise of the HR movement: happy and satisfied employees
perform better. Give attention to groups and individuals, give responsibility and freedom.
1.10 Likert and Neon-Human Relations Approach (±1950)
Likert: linking pin model structure = organisation consist of groups that overlap in such way that the
leader of the group is also a member of a higher group. He must lead the group and also ensure
good communication with the higher group.
Maslow: hierarchy of needs
Neo-human relations: Scientific Management & Human Relations approach
– Scientific management; organisation without men
– Human relations; men without organisation
– Neo-human relations; men and organisation
1.11 Kenneth Boulding and the Systems Approach (±1950)
Systems approach:
• Whole unit made up of coherent parts
• All activities in an organisation are closely connected with each other
• Interact with outside world (environment)
• tackle organisational problems in a consistent way (look at effects on total organisation)
,1.12 Contingency Approach (±1965)
• = Choice of most appropriate management technique derives from an organisational theory
and is strongly influenced by the circumstances in which an organisation finds itself
• Be aware and focus on surroundings
• Different circumstances require different structures, task division and working methods
• ‘There is no one best way of management’
• Changing and complex external circumstances affect an organisation’s choice of strategy,
structure and systems to be adopted.
, Statements
Answers:
1. Incorrect, because it’s interdisciplinary
Interdisciplinary team → toward a common goal
Multidisciplinary → not considered to overlap, no common goal. (De Vries providing
marketing advice to a company, no common goal)
2. Incorrect, being effective is about doing the right thing, while being efficient is about
doing things in the right manner.
3. Correct
4. Incorrect, vertical, because discussion with higher part.
5. Incorrect, about the employers and employees and it’s not about organisations.
6. Correct, because different circumstances require different structures. It all depends
on the situation.
7. Incorrect
8. Incorrect, because competitive advantage it different for every company.
9. Correct
