Models of Social Work

Agency Management
Theory – Scientific
Management
Frederick Taylor
Theory – Scientific Management
INTRODUCTION
People managing the work for
hundreds of years and the formal
management ideas started from
1700s. However, the significant
developments in management
theory emerged in the 20th
century. There are several
theories about managerial
management practices that we
owe until this period.
Theory – Scientific Management
• One of the earliest theorists
were Frederick Winslow
Taylor. He and his associates
were the first people to
study the work process
scientifically; he started the
Scientific Management
movement.
• They study how work
preformed, and looked at
how it affects the employee’s
productivity.
Theory – Scientific Management

• Taylor's philosophy
focused on the belief that
making people work as
hard as they could was not
as efficient as optimizing
the way the work was
done.
Frederick Taylor
• Frederick Winslow Taylor
was an America mechanical
engineer who lived from
1856 to 1915. He brought an
engineer’s viewpoint to the
world of workplace
productivity and applied
engineering principles to the
factory floor.

• He was the first management

consultant and the first to
look at work and productivity
scientifically. He is known as
the father of Scientific
Management and the
efficiency movement.
Frederick Taylor

• With his background in

mechanical engineering,
Taylor was very interested
in efficiency. While
advancing his career at a
U.S. steel manufacturer, he
designed workplace
experiments to determine
optimal performance
levels.
 Context of Scientific Management
Taylor believed that there were
The goal of Scientific universal laws which governed He also advanced the idea
Management was to find this efficiency and that these laws that workers and managers
“one best way” of doing things were independent of human needed to cooperate with
as efficiently as possible. judgment. one another.

There was no standardization,

and a worker's main motivation
was often continued employment,
so there was no incentive to work
as quickly or as efficiently as
possible.
 Taylor’s Experiment
✓ Taylor experimented with shovel
design until he had a design that
would allow workers to shovel for
several hours straight. With
bricklayers, he experimented with
the various motions required and
developed an efficient way to lay
bricks. And he applied the scientific
method to study the optimal way to
do any type of workplace task. As
such, he found that by calculating
the time needed for the various
elements of a task, he could develop
the "best" way to complete that
task.
 Continuation..
These "time and motion" studies also led Taylor to conclude that certain
people could work more efficiently than others. These were the people whom
managers should seek to hire where possible. Therefore, selecting the right
people for the job was another important part of workplace efficiency. Taking
what he learned from these workplace experiments, Taylor developed four
principles of scientific management. These principles are also known simply
as "Taylorism".
Four Principles of Scientific Management
2. The Development of each man to
1. Science not “Rule of Thumb”
Replace working by "rule of
thumb," or simple habit and
common sense, and instead use
the scientific method to study
work and determine the most
efficient way to perform specific
tasks.
his/her greatest proficiency.
Rather than simply assign
workers to just any job, match
workers to their jobs based on
capability and motivation, and
train them to work at
maximum efficiency.
Four Principles of Scientific Management
4. Division of Labor between
3. Cooperation not Individualism
manager and workers

Monitor worker performance, Allocate the work between

and provide instructions and
supervision to ensure that
they're using the most efficient
ways of working.
managers and workers so that
the managers spend their time
planning and training,
allowing the workers to
perform their tasks efficiently.
 Systems
Management
Systems Theory
 SYSTEMS
a set of parts that are brought together to
achieve a specific purpose or objective.
Systems Management theory

• Offers an alternative
approach to
planning and
management of
organizations.

• Proposes some
multiple
components that
work harmoniously
so that the larger
system can function
optimally.
Systems Management theory

• Believes that if one

component of the
system fails or is
removed, the system
as a whole cannot
function.
Systems Management theory

The success of an
organization depends
on several key elements
and these are:

• Teamwork,
• Interdependence,
and
• Interrelations
between various
subsystems.
 TYPES OF SYSTEMS
#1 #2

OPEN SYSTEM CLOSED SYSTEM

• A system is constantly • Interactions only happen
interacting with its within the specific system
surroundings.
 People
Management
Human Relations Theory
 HUMAN RELATIONS THEORY OF MANAGEMENT
The human relations At the time, Taylorism, or
management theory is a the application of science in
researched belief that the workplace to improve
people desire to be part of a productivity, viewed
supportive team that individuals as machines that
facilitates development and could work in unethical or
growth. In the 1920s, Elton unrealistic environments.
Mayo, an Australian-born Mayo, in contrast,
psychologist and popularized the idea of the
organizational theorist, "social person," meaning Elton Mayo
began his research on the organizations should treat
behavior of people in groups people as individuals – not
and how it affects machines – with individual
individuals in the workplace, needs.
known as the Hawthorne
studies.
HUMAN RELATIONS THEORY OF MANAGEMENT

The results of Mayo's Hawthorne studies showed

that relationships are the most influential factor
in productivity. The researchers realized
productivity increased due to relationships and
supportive groups where each employee's work
had a significant effect on the team output. If
you treat an employee with that value and
respect, their individual productivity and quality
will increase to support the organizational team.
As a side result, the attention the workers
received increased their motivation and
productivity.
 The 5 Human Relations Skills
1. Communication
Effective communication helps
ensure that all employees not
only are on the same page, but
also feel motivated and valued
in their work.
Another important aspect of
multitasking is flexibility; as
a manager, you must adapt
to policy or workplace
changes that affect your
employees' daily workflow.
2. Conflict resolution
In managing individuals, you
must be comfortable and well
versed in conflict resolution.
3. Multitasking
A good leader must be able to
manage multiple, often
competing priorities at once,
without missing deadlines.
4. Negotiation
Strong negotiation skills are
key to keeping the peace
between two parties while
reaching an agreement where
all parties are satisfied.
5. Organization
Organization is one of the
most important human
relations skills, as it impacts
all other areas of work.
 Popular Human Relations Management Theories

A. Individual attention B. Many management theorists C. Studies support

and recognition align with support the motivational theory, the importance of
the human relations which ties in to the human human relations in
theory. relations theory. business/works.
 How Motivational Theory Fits with Human Relations in Management
▪ After the Hawthorne studies, Abraham
Maslow and Douglas McGregor revealed
how the motivational theory ties in with
theories of human relations.

▪ Maslow suggested that five basic needs

(physiological, safety, love, esteem and self-
actualization) are motivating factors in an
employee's work values, because the
employee is motivated to ensure the most
important of these individual needs are met.

▪ McGregor supported motivational beliefs by

recognizing that employees contribute more
to the organization if they feel responsible
and valued.
 Understanding People Management in the context of Human Relations
• ‘People management is a part of human
resource management that encapsulates
all the processes of acquisition,
optimization, and retention of talent in
the organization. It involves training,
directing, and motivating team members
to maximize the productivity of the
workplace and enhance overall
professional growth’.
• Leaders in a company or agency,
namely the team lead, department
heads, administrators and managers,
leverage people management
practices to oversee the flow of tasks
and increase the performance of
employees/workers on a daily basis.
• The process looks into how workers
work, engage, behave, and attain
growth in the workplace. It is the job
of a people manager to provide
continual support and lead the way
for workers towards success.
Leaders and managers use people management, mostly in the following situations :

✓ Resolving conflicts ✓ Meeting deadlines

between employees for tasks by
to promote better directing a
collaboration and company’s human
mutual respect resources towards
between team set business goals.
members

✓ Providing adequate ✓ Creating a workplace

training to existing culture that supports
employees and new continuous feedback,
team members so that this, in turn, can help
they can fulfill their the company make
roles and actionable changes.
responsibilities better.
Key components of People Management

To be able to manage team members better, people managers need

to have a clear understanding of the different components that make
up the role. The following components are:

✓Understanding people who make up the organization

✓Establishing effective communication
✓Setting the ground for better, more reliable and faster collaboration
✓Making the best use of healthy differences
Contingency
Management
Fred Fiedler’s Theory
Contingency Theory

Fred Fiedler

• The Contingency Theory

was created in the mid-
1960’s

• The theory states that, your

leadership style is fixed.
You cannot change your
style to suit the situation.
Instead, you must put
leaders into situations that
match their style..
 Features of Contingency Management
#1
Management is situational
in nature. The technique of
management depends on
complexity of the situation.
#2
It is the ‘if and ‘then ‘approach
to management, ‘If’
represents the independent
variable and ‘then’ represents
the dependent management
variable or the technique to
be adopted in that situation.
Example
‘If’ workers have
strong physiological
needs, ‘then’ financial
motivators should be
adopted and ‘If’ they
have strong higher-
order needs, ‘then’
non-financial
motivators should be
adopted.
 Features of Contingency Management
#3 #4
• Management principles are not • It provides insight into
universal in nature as there is no organization’s adaptability to
best style of management. both internal and external
Management is situational and environment. It is a matter of
managerial actions depend upon fitting the internal environment to
the environmental circumstances. its external environment.
 Evaluation of Contingency Management
#1 #2 #3
It is an integration of different It follows the technique of
It is pragmatic in nature as multivariate analysis. It
schools of thought; classical, solution to every problem is
behavioral and systems thinks of all possible
found after analyzing the variables or factors that
approach situation. affect the situation and
adopts the best.

#4 #5
It is adaptive in nature. It
does not presume a pre-
It helps to design the
designed structure of the
organization structure and
organization but adopts a
plan the information
structure that helps the
decision systems.
organization adapt to the
environment.
Limitations of Contingency Management
It does not follow the concept This is costly in terms of time and
of ‘universality of principles’ money. It also does not provide
which often apply to specific theoretical foundation upon
management situations. which management principles
will be based.
It is not possible for managers to
determine all the factors relevant to
the decision-making situation.
Because of constraints of time,
money and ability, managers can
neither collect complete information
about the environment nor analyze it
completely.
Bureaucratic
Management
Max Weber
Bureaucracy, specific form of organization defined by complexity,
division of labor, permanence, professional management, hierarchical
coordination and control, strict chain of command, and legal authority...
Bureaucratic organization can be found in both public and private
institutions.
Bureaucratic Management Theory
Who is Max Weber?
• He went to university
and became a professor,
but suffered a mental
breakdown in 1897 that
left him unable to work
for five years. In 1905 he
published his most
famous work, The
Protestant Ethic and the
Spirit of Capitalism. He
returned to teaching in
1918 and died in 1920
Bureaucratic Management Theory
Who is Max Weber?
• The German sociologist
Max Weber (1864-1920)
argued that bureaucracy
constitutes the most
efficient and rational way
in which human activity
can be organized and
that systematic
processes and organized
hierarchies are necessary
to maintain order, to
maximize efficiency, and
to eliminate favoritism.
Bureaucratic Management Theory

Bureaucratic Management Theory developed by Max Weber, contained two essential elements:

• structuring an • having clearly defined

organization into a rules to help govern an
hierarchy. organization and its
members.
Bureaucratic Characteristics

Task specialization
Hierarchical layers
(Specialization and Formal selection
of authority
Division of Labor)

Impersonal
Rules and (Impersonality and
Career orientation
requirements Personal
Indifference)
 Bureaucratic Characteristics

Task Specialization Hierarchical Layers of Authority

• On the basis of competencies and • Managers are organized into

functional specializations, tasks are hierarchical tiers, with each layer
divided into basic, repetitive
responsible for its own
categories. Every employee is
employees and overall output.
accountable for what he or she excels
at and understands exactly what is
Many hierarchical roles exist in
expected of them. The organization bureaucratic organizational
profits directly from job division based systems.
on specialization. Each department
has its own set of responsibilities
 Bureaucratic Characteristics
Formal Selection
• To
• All workers are hired based on
their professional skills and
abilities, which they have gained
through schooling, training, and
experience
Rules and Requirements
ensure uniformity, formal
guidelines and requirements must be
in place so that workers know exactly
what is expected of them. The rules
and conditions can be considered
predictable in this context. The official
rules specify all operating procedures.
The organization can more effectively
achieve uniformity and all employee
efforts can be better organized by
following strict guidelines
 Bureaucratic Characteristics
Impersonal
• Employees form distant and
impersonal relationships as a
result of regulations and specific
criteria, with the added benefit of
avoiding nepotism or outsider or
political participation
Career Orientation
• Employees in a hierarchical
organization are chosen based on
their qualifications. This aids in
the placement of the right people
in the right places, allowing for
the most efficient use of human
resources
 Advantages and disadvantages of the Bureaucratic Theory

ADVANTAGES DISADVANTAGES

1. Inside a bureaucracy, creativity 1. There is no focus on developing

thrives. Job protection is given. additional skills.
2. Favoritism is discouraged. 2. It promotes a system that isn't
3. Power is centralized in a conducive to true
bureaucracy. productivity.
4. Specialization is encouraged. 3. Actions are dictated by
5. The best practices are established. expenditures.
6. It establishes consistency. 4. It's an anti-boredom battery.
7. It lays the groundwork for 5. Inside a bureaucracy, there is less
scalability. flexibility to act.
THANK YOU!