Management, management values, leadership, school of human relations, classical theories, Frederick Taylor, Henri Fayol, Max Weber, taylorism, psychology in companies, corporate culture, partnership, strategic thinking, collective intelligence, European Recovery Program, marshall plan, consumer society, class struggle, industrial revolution, managerial practices
Taylorism has long suggested that man was just one tool among many. However, we live in an industrial society more committed to a service society where the rules are more subtle. It is no longer a tool that is put in the hands of a worker, it is individual support for the employee that is provided to help him express his talents, his potential and ultimately his productivity.
Man has neither the power, nor the strength, nor the reliability of the machine: the machine is at the heart of the productivity of repeated tasks. Processes, operating methods, monitoring tools are put in place to compensate for human deficiencies.
[...]
The school of human relations developed in reaction to excess induced by classical schools, such as alienation at work, lack of initiative left to the workers and the increase in work-related disorders. For example, in Taylor's approach, the scientific and objectified view tended to neglect the psychological dimension motivation.
The Hawthorne experiments: concept performed between 1924 and 1932 in a Western Electric factory. Researchers changed several parameters, in particular the luminosity of the workers' workshops in order to verify its impact on productivity.
[...]
Today's organizations tend to better employee involvement in decision-making as well as personalized support allowing him to achieve and progress: an effort of introspection is asked of the manager before entrusting him with the reins of a team. The formations to management are frequent and psychological tests sometimes condition access to a position of responsibility...
[...] I hired you for a job and I trust you to do it. Let me know what you need to be successful in your role, and I'll provide it to you. You don't have to explain to me why you need the day off You don't have to explain how sick your child is to stay at home. You don't need to apologize for having a personal life and seeking balance with your professional life. Yes, I care about results, but we're all human. [...]
[...] *Have a thorough knowledge of the staff. *Make periodic inspections of human resources. * Bring together its collaborators to ensure unity of direction. * Know the conventions and customs that bind the company to the employee. *Aim to reign in staff and activity, initiative and dedication 12 management principles according to Fayol Labor specialization Work division Goal Unit Command unit An individual specialized in his work develops an expertise that makes him more productive. The division of labor into small entities promotes expertise and promotes business continuity. [...]
[...] If absent . Prevent good communication Requires energy to control the work of the collaborator more . Generates distrust Generates a withdrawal because the employee feels in danger The control needed to : Allow the manager to ensure that the work for which he is responsible by delegation is carried out correctly. To guide the employee if necessary. Give the manager a global vision of his perimeter. Control does not negate trust. It is not necessarily coping. Feedback when the work done is not satisfactory: We judge the work, not the collaborator who created it. [...]
[...] We can distinguish 2 major management functions including 5 major areas -The organizational function Management of objectives Activity management Management of means and resources -The relational function The management of people and teams Know-how management MANAGEMENT CONCEPT: THE ORGANIZATIONAL FUNCTION The management of objectives is the 1st area of management of an organization Strategic targets : They give meaning but remain macros Long terme Responsible is the general management Tactical Objectives: Materialized in construction sites / in projects Middle term The manager is a director Operational Objectives: Themselves concretized in tasks Short term The manager is a business expert We manage the activities to take into account the means and the constraints To adapt the organization to new challenges: new product, new regulatory constraint, new ambition . In order to improve the productivity of the company, a direction, a service, a process . In order to make the best decisions in a multi-parameter and constantly changing environment. It is necessary to have managers able to: To design methods for the management of technical and human resources with regard to the objectives. Organize or reorganize working methods and business processes. Improve or maintain productivity in the face of new challenges or new constraints. [...]
[...] It covers all the functions of the company, the organization of production, the management of human resources, development, research, innovation, etc. II/ Classical theories THE CLASSICAL SCHOOLS: 3 CHARACTERISTICS 1. Power is synonymous with authority It is entrusted to managers so that they are able to give orders and have them carried out Thus, the power relationship is unequivocal: a leader makes the decisions and the collaborator executes. Early 20th century The birth of the organized company was the breeding ground for the classic schools of management THE CLASSICAL SCHOOLS: MAIN CONTRIBUTIONS These approaches led to real innovations within the first industrial companies. [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
