Download - M22EKM People Management
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M22EKM People Management
Shifting People management styles
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Classical/Scientific School
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Classical Theorists
• Robert Owen• Charles Babage• Frederick Taylor• Lillian and Frank Gilbreth• Henry Gantt• Henri Fayol• Henry Ford
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Taylor’s Principles• Scientific Analaysis
• Training Needs Analysis
• Co-operation
• Equal Division of Labourhttp://www.youtube.com/watch?v=slfFJXVAepE
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Avoiding Systematic Soldiering
• Split planning from doing• Standardise and divide the job• Select by job suitability• Train• Monitor
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Taylor’s ResultsMidvale Steel Works
Before AfterTons loaded per day 12.5 47.5Wages per day $1.15 $1.85Labour costs/ton $0.0092 $0.0039
Bethlehem Steel WorksBefore After
Tons Shovelled per day 16 59Wages per day $1.15 $1.88Total Manpower 500 150
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Henry Gantt
Gantt Chart
Bonus Payment Scheme
Proactive Management
Services V’s Profit
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Henri Fayol• Division of Work• Authority and Responsibility• Discilpine• Unity of Command• Unity of Direction• Subordination of personal interests• Renumeration
• Centralisation• Scalar chain• Order• Equity• Stability of Tenure• Initiative• Esprit de Corp
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The underlying assumptions of Scientific Management
People ... act as individuals... act rationally and logically... are driven by economic factors
...want to realise their incividual capabilities
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The Classical School• Background influences
Military EngineeringPhysiologyClassical Economics
• Factors StudiedThe Nature of WorkSpecialisationWork LoadsAuthority / Responsibility
• Nature of the SolutionRational allocation of workDivision of LabourAuthority structure
• Means / Methods Principles drawn from experience and observations
Business Organisation (Study In Management)John O’Shaughnessy Harper Collins 1966
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• Personnel management approach (first part of the 20th century):– Weberism, Taylorism and scientific management– Maximizing labour productivity and efficiency– Transactional, low-level, record-keeping and
maintenance function– A preoccupation with operational issues, practices and
policies, to the neglect of broader business issues and the overall direction of the organization
Managing people: From personnel management to SHRM: an evolutionary road map
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• Human relations and organizational behaviour paradigms (1970s):– the complexity of human behaviour was
introduced– importance of soft aspects of management,
including leadership and motivation on work outcome was highlighted
– a new, people-oriented approach to HRM
Managing people: From personnel management to SHRM: an
evolutionary road map
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• SHRM (1990s):– a response to large-scale organizational change and an
intensely competitive global economic environment– a renewed focus on quality and customers, and the war
for talent among others– increased attention to how employees can have an
impact on overall performance
Managing people: From personnel management to SHRM: an
evolutionary road map
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• SHRM (1990s):– a response to large-scale organizational change and an
intensely competitive global economic environment– a renewed focus on quality and customers, and the war
for talent among others– increased attention to how employees can have an
impact on overall performance
Managing people: From personnel management to SHRM: an evolutionary road map
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Schools of thought on Organisation
• Classical
• Human Relations
• Environmentalist
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Individual Role Group Organisation Institution(Sector)
Society
The Organisational Environment
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Entrepreneurial Organisational Structure
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General Manager
Technical Manager Production Manager Marketing Manager
Development
Quality Control
Machine Shop Assembly
Sales
Promotion
Functional Organisational Structure
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General Manager
Manager
Product Range 1(Traditional Steels)
Manager
Product Range II(Aircraft Steels)
Technical Production MarketingManager Manager Manager
Technical Production MarketingManager Manager Manager
Divisional Organisational StructureBy Product
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General Manager
Manager
Division A(United Kingdom)
Manager
Division B(The Rest of the World)
Technical Production Marketing
Manager Manager Manager
Technical Production Marketing
Manager Manager Manager
Divisional Organisational StructureBy Geography
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Branch Manager
Manager
Customer Group A(Personal Banking)
Manager
Customer Group B(Corporate Banking)
Technical Production Marketing
Manager Manager Manager
Technical Production Marketing
Manager Manager Manager
Divisional Organisational StructureBy Customer
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General Manager
Project Manager I Project Manager IIMarketingManager
TechnicalManager
Production Manager
Sales
Promotion
Development
Quality Control
Machine Shop
Assembly
Matrix Organinisational StructuresProject Management Structure
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Control in Matrix Structures
• Overlay
• Co-ordinated
• Secondment
Knight, Kenneth, ed. Matrix Management: A Cross-Functional Approach to Organization. New York: PBI-Petrocelli Books, 1977.
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Control in Matrix Structures
Project type Marketing/ sales
Finance Engineering Quality Design Manufacturing
Cost down X X X X
Process improvement
X X X
New product intro
X X X X X X
X = member of staff required to work on project from departmentWhat happens when only 1 person available from engineering department?
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Organisations
A system of consciously co-ordinated activity involving two or more people
Chester Barnard 1930’s
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TallStructures
FlatStructures
OrganisationalStructure
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How do Organisations work?
AuthorityResponsibility
Accountability
Delegation
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Concerns about Delegation
Division of LabourLevels in the Hierarchy
Spans of ControlLine V's Staff Authority
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Divisions of Labour
Group exercise
In groups of 4 read the class exercise and prepare a presentation on how you intend to re organise your working practices and therefore identify the division of your labour.
Be prepared to justify your answer.
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The end
Put away your notes and laptops,