Module 5: Social Organizations

Raphaelle Marie H. Amoroso BS SocWk - 2A

Perspectives Highlights/Assumptions/Principles

Scientific Management Proponent: Frederick W. Taylor

- Scientific management is a theory that
examines and combines workflows. Its
fundamental goal is to increase economic
efficiency, particularly worker productivity.
- Taylor's scientific management was aimed
at increasing industry efficiency. The
production of the greatest quantity of output
for the smallest amount of input is
characterized as efficiency.
Four Principles of Scientific Management:
1. Use the scientific method to investigate
work and identify the most effective way to
complete specific activities instead of working
by habit and common sense.
2. Rather than assigning workers to any
position, match them to their jobs based on
their capabilities and motivation, and train
them to perform as effectively as possible.
3. Worker performance is monitored, and
directions and supervision are given to
ensure that they are operating in the most
effective manner possible.
4. Assign work to managers and workers so
that the managers may spend their time
planning and training while the workers can
focus on their jobs.
Henry L Gantt (1861-1919) - Gantt charts
are helpful for project planning and
scheduling. They assist you in determining
how long a project should take, defining the
resources required, and planning the order in
which tasks will be completed.

Bureaucracy Max Weber (1864-1920) - The figure most

closely identified with bureaucracy.
- This is the ideal organization for him
because it promised a high level of efficiency
as well as control.
 - Bureaucracy is a type of organizational
structure based on particular principles that
are thought to increase efficiency.
Principles of Bureaucracy:
1. Vertical hierarchy - Hierarchy allows for
employees to understand and follow the
chain of command from top to bottom.
2. Well-defined guidelines that limit functions -
To govern and control behaviors, strategies
such as procedure manuals, job descriptions,
and even decision-making guidelines are
used.
3. Promotion and other rewards based on
demonstrated technical competence
4. Formal, rigid, communication channels - In
communication and other tasks, the chain of
command is strictly followed.
5. Job security for full-time employees
6. Division of Labor - Each employee has a
specific task and goal, resulting in increased
production and efficiency through the division
of separate activities and responsibilities.
7. Emphasis on written documentation
Distinguishing characteristics of a
bureaucracy:
1. Specialization and hierarchy
2. An emphasis on rules
3. Assignment or roles
4. Clear and official areas of jurisdiction
Kinds of Organizational Chart (Davis and
Filley):
1. Vertical Chart - depicts the top position,
with the several layers horizontally aligned
and the functions flowing vertically.
2. Horizontal - shows the position of authority
on the left side and presents the
different levels in vertical position while the
functions are shown horizontally.
3. Circular - shows the position of authority
from the middle of the circle and the
function flow from the center.

Human Relations - Organizational human relations theory has

basic components. The theory emphasizes
 the centrality of the person. A worker is more
than a piece in a machine; he or she is a
unique individual who reacts to his or her
surroundings. Individual traits must be taken
into account for increasing work efficiency.
Human relations theory considers the
workplace's informal organizations. What
matters to a worker – and what impacts the
level of production may not be the official
organizational chart, but rather his or her
relationships with coworkers.
- Conflict is not viewed as inevitable inside
organizations by human relations writers. It
happens frequently, but responsive
administration can prevent a lot of it by
cultivating a culture of openness and trust.

Theory X and Theory Y Proponent: Douglas McGregor

Theory X
- Theory X supervisors have a negative
attitude toward their employees, assuming
that they are innately unmotivated and detest
their jobs. As a result, they believe that team
members must be constantly reminded,
rewarded, or penalized to ensure that they
accomplish their jobs.
- This style of management assumes that
workers:
1. Dislike their work.
2. Avoid responsibility and need constant
direction.
3. Have to be controlled, forced and
threatened to deliver work.
4. Need to be supervised at every step.
5. Have no incentive to work or ambition
Theory Y
- Theory Y managers have a positive attitude
toward their employees and employ a flexible,
participative management style. This
motivates managers and their team members
to work together more collaboratively and
trustingly.
- This style of management assumes that
workers are:
1. Happy to work on their own initiative.
2. More involved in decision making.
3. Self-motivated to complete their tasks.
4. Enjoy taking ownership of their work.
5. Seek and accept responsibility, and
need little direction.
 6. View work as fulfilling and challenging.
7. Solve problems creatively and
imaginatively.

Systems Approach to Management - A systems approach to management entails

looking at a company as a whole in order to
organize the company's human and material
resources to achieve the company's overall
goals as efficiently as feasible. Because of
the growing difficulty of businesses and the
potential of autonomous computers, this
method is becoming increasingly necessary.
Key Concepts:
1. Subsystem - parts that make up the whole
of a system
2. Synergy - The whole is greater than the
sum of its parts.
3. Open and Closed Systems - If a system
interacts with its environment, it is termed
open; if it does not, it is considered closed.
4. Systems Boundary - Each system has a
line separating it from its environment.
5. Flow - Information, materials, and energy
flow through a system (including humans).
6. Feedback - As the system works, data is
transmitted back to the right humans or, in
some cases, a computer, so that the job may
be evaluated and, if necessary, modified.

Contingency Theory - The success of every organizational action

is determined in the context of all other
elements and conditions in the organization
at the time the action is made, according to
contingency theory.
- Organizations are continually operating in a
state of relative insecurity. They make
judgements based on insufficient information
at any given time. Organizations must make
the best judgment they can with the
knowledge they do have, given the
insufficiency of the data.

Organizational Culture/Climate - Organizations, according to Schein, are

cultures because of the shared experiences
that organizational members share. These
common experiences coalesce into a set of
beliefs, values, and traditions that have
become the "essence" of the company's
culture and contribute to its stability. These
patterns are followed by members of an
 organization, but they are unlikely to be
aware of them in their daily actions.
Measures of Climate according to
organizational aspects:
1. Leadership
2. Motivation
3. Communication
4. Decision-making
5. Goals
6. Controls

The “Iron Law of Oligarchy” Proponent: Robert Michels

- Organizations, according to Schein, are
cultures because of the shared experiences
that organizational members share. He
proposed that, rather than attempting to meet
the rationally determined goals of the
organization as a whole, organizations should
serve the needs of an elite few who take
control of the organization.

Critical Perspective Proponent: Kathleen Iannello (1992)

- She remarked that there are alternatives to
hierarchy. To build alternatives, however, we
must first realize that hierarchy is ingrained in
the greater society's values, conventions, and
ideas.

Consensus Organization Proponent: Kathleen Iannello

- Simply said, consensus refers to all
members of a group agreeing on a decision
rather than a majority or a small number of
representatives. The process by which a
group comes to this agreement is known as
consensus.

Theory Z Proponent: William Ouchi

- A humanistic approach to management is
represented by Theory Z. It is not a pure type
of Japanese management, despite the fact
that it is founded on Japanese management
ideas. Theory Z, on the other hand, is a
mixed management method that blends
Japanese management theories with
American culture. Furthermore, Theory Z
differs from McGregor's Theory Y. Theory Y is
mostly psychological, focusing on individual
dyads of employer-employee interactions,
whereas Theory Z shifts the focus to the
entire business.
 -Theory Z is related to consensus models in
that it promotes job stability, communal
decision-making, and collective responsibility
for decisions, as well as a holistic approach.

Total Quality Management - TQM is a management system for a

customer-focused firm that has all employees
participating in continuous improvement. It
integrates the quality discipline into the
organization's culture and actions through
policy, data, and communication skills.
- Many social workers favor TQM because it
has a democratic flavor that aligns with our
professional values; it is in line with both
"client-centered treatment" and the practice
philosophy of "starting where the client is."

Learning Organizations Proponent: Senge 1990

- Everyone in an organization is always
participating in the learning process, and
learning and working are inextricably linked.
It is Characterized by:
1. Systems thinking
2. Personal mastery
3. Mental models
4. Building shared vision
5. Team Learning

World Class Organizations Characteristics:

1. Outperformance
2. Continuous Improvement
3. Delighted Employees
4. Delighted Customers
5. Delighted Vendors
6. Innovation focused
7. Outstanding leadership
8. Sense of Ownership
9. Operational Excellence
10. Straight, Transparent Feedback
11. Work-life Balance

Managing Diversity - A mindset geared toward the goal of

fostering an atmosphere that allows all
employees to attain their greatest potential in
the pursuit of organizational goals.
- Managing Diversity's purpose is to improve
our ability to embrace, integrate, and
empower the unique human skills of the
world's most diverse nation.
References:
MindTools. (nd). “Frederick Taylor and Scientific Management.” Retrieved from:
https://www.mindtools.com/pages/article/newTMM_Taylor.htm
Guardian The Student Guide. (2021). “Principles of Bureaucracy.” Retrieved from:
https://www.zambianguardian.com/max-weber-six-principles-of-bureaucracy/#:~:text=Bureaucra
tic%20principles%20which%20include%3B%20hierarchy,s%20six%20principles%20of%20bure
aucracy.
Scott Cooley. (2016). “Human Relations Theory of Organizations.” Retrieved from:
https://link.springer.com/referenceworkentry/10.1007%2F978-3-319-31816-5_2998-1
MindTools. (nd). “Theory X and Theory Y Understanding People's Motivations.” Retrieved from:
https://www.mindtools.com/pages/article/newLDR_74.htm
Tim Barnett. (nd). “THEORY Z.” Retrieved from:
https://www.referenceforbusiness.com/management/Str-Ti/Theory-Z.html
ASQ. (nd). “WHAT IS TOTAL QUALITY MANAGEMENT (TQM)?” Retrieved from:
https://asq.org/quality-resources/total-quality-management