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Managing Governance 0809
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3 aspects that differentiate government formother institutions and activities: Breadth of scope
Public accountability
Political character
Less efficient? government is different because
government is politics
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Public administration as normativescience.
Administrative man, not economic man.
Bounded rationality A true scientific method be used in the study
of administrative phenomena, use logicalpositivism, and decision making as the heart
of true administration Refuted the principles of POSDCORB
merely proverbs
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Administrative efficiency is increased by aspecialization of the task among the group
Administrative efficiency is increased byarranging the members of the group in a
determinate hierarchy of authority Administrative efficiency is increased by limiting
the span of control at any point in the hierarchy toa small number
Administrative efficiency is increased by groupingthe workers, for the purposes of control,according to purpose, process, clientele andplace.
Validity easily subjected to empiricaltest?
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Before principles, first develop concepts,operation definitions
Concern: how an organization should be
constructed and operated in order toaccomplish its work efficiently Factors of efficiency: (a) limits of ability to
perform and (2) limits on ability to make
correct decisions bounded rationality Science, yes; but separate value from fact
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Doubts orthodox ideology, that execution can bemade into a science
Attacked the notion of immutable principles ofadministration, the inconsistencies of themethodology used in determining them, and the
narrowness of the values of economy and efficiency public administration as an essential element ofdemocratic governance
suggests the term public management asopposed to public administration
Debated with Herbert Simon Bring state, politics, bureaucracy VALUES back
into the discussion Minnowbrook conference - NPA
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Best Possible Man, Best Possible Work, BestPossible Effect
to increase job efficiency, worker
productivity, and satisfaction was to hireworkers for positions that fit their emotionaland mental abilities
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Natural antagonism of workman against theemployer
Employers must: build up certain attitudes
Bossism no orders at all Solution? Depersonalize the giving of order Law of the Situation
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General upward trend on production, independent
of any of the changes made Findings did not mesh with the then current theory
of Taylor, that workers were motivated solely byself-interest
The women exercising a new freedom, formed asocial atmosphere.
Workplaces are social environments. Peopleare motivated by much more than economic
interest. All aspects of the industrialenvironment carried social value.
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Acceptance Theory of Authority: managers onlyhave as much authority as employees allowthem to have. Acceptance depends on:
Employees must understand what themanager wants them to doEmployees must be able to comply with the
directiveEmployees must think that the directive is in
keeping with organizational objectivesEmployees must think that the directive is not
contrary to their personal goals.
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defining of objectives for each employee andthen comparing and directing theirperformance against the objectives which havebeen set
avoid 'the activity trap MBO principles are:
Cascading of organizational goals and objectives, Specific objectives for each member, Participative decision making, Explicit time period, and
Performance evaluation and feedback Objectives for MBO must be SMART
(Specific, Measurable, Achievable, Relevant,and Time-Specific)
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Supervisor
Subordinate
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Theory X Theory Y Management is responsible fororganizing the elements ofproductive enterprise in the interestof economic ends
Management is responsible fororganizing the elements ofproductive enterprise in the interestof economic ends
Directing efforts, motivating,controlling People are not by nature passive they have only become so
Without active intervention bymanagement, workers would bepassive
The motivations are all present inpeople, the management does notput them there
Man is by nature indolent, lacksambition, self-centered, resistant tochange, gullible
The essential task of managementis to arrange organizationalconditions and methods ofoperation so that people canachieve their own goals by directingtheir own efforts toward
organizational concerns
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Theory Z managers assume the averageworkers want to be involved in managing acompany and building trust among allorganizational members is central to raisingproductivity
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Assumptions Theory X Theory Y Theory Z
Workers
motivation
The only motivation
that works foremployees is money
Employees are
motivated by theirneeds to fulfill theirsocial, esteem, self-actualization andsecurity
Employees are motivated
by a strong sense ofcommitment to be part ofsomething worthwhile(self-actualization)
Workers
attitudetoward work
The employees dislike
work, avoidsresponsibility, andseeks only securityfrom work
Employees see work as
a natural activity andwill seek outopportunities to haveincreasedresponsibility andunderstanding of theirtasks
Employees will not only
seek out opportunities forresponsibility, they craveopportunities to advanceand learn more about thecompany
What will workwithemployers
workers will onlyrespond to coercion,control, direction, orthreatening,punishment or firing
workers will respondbest to favorableworking conditions thatdo not pose threats orstrong control
lifetime employment result in strong bonds ofloyalty, long termemployment, sharedresponsibility for decisions
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Single-loop learning
double-loop learning
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14 Points Create constancy of purpose and continual improvement Adopt the new (Japanese) philosophy Do not depend on (quality) inspection build quality into
the product and process Choose quality suppliers over low cost suppliers Improve constantly Training on the job Leadership not supervision Eliminate fear Break down internal barriers Eliminate slogans (exhortations) Eliminate numerical targets
Remover barriers to worker satisfaction including annualappraisals
Encourage self improvement and education for all Everyone is responsible for continual improvement in
quality and productivity particularly top management