Theories of organizations

Résumé du document

Search of better performance for the company led practitioners to theorize their findings or observations. The early theorists are interested exclusively in the company and the organization of production. Gradually, their scope of thinking was extended to all organizations.

The organization is defined as a social system organized to achieve some type of goal. It implies a formal goal, a division of tasks and assignment of roles, a communication system, a mechanism for decision-making, a set of evaluation activity rules.
Several major schools of thought are emerging, each focusing on a particular approach to the organization. Of the classical school to school-based management systems, each movement is developing in response to the one preceding it by incorporating greater or lesser extent. Thus, the various movements form a whole.

Search of better performance for the company led practitioners to theorize their findings or observations. The early theorists are interested exclusively in the company and the organization of production. Gradually, their scope of thinking was extended to all organizations.

Extraits

[...] Organization. Direction. Coordination. Control. The doctrine is based on a number of grounds (postulates and principles) implicit. Assumptions = Facts recognized as obvious. Principles Action = clear rules Man is a logical and rational being naturally lazy and fraudster is a cost to be motivated only by the wage seeking security and a clear definition of its work assimilates well simple and easy tasks The company is a system closed, static rational mechanistic (all phenomena can be explained only by the automatic laws of cause and effect) Productivity is the measure of efficacy. [...]

[...] The functional structure of Taylor based on specialization, authority is justified by the competence, authority is split on functional tasks. Advantages: Taylor principles are effective as regards the preparation and the adaptation of the worker to a specific task. Communication is fast. Information is specialized. It employs specialists. Disadvantages: Dilution of authority and responsibility. Coordination difficulties because each considers the operation of the business from the point of view of its function. Gaps due to the risk of non-performance of certain functions. Low mobility. [...]

[...] Industry attracts a large agricultural labor work unsuited to technical production and we will have to integrate. It is in this context that the classical school develops in two directions: Managerial inspiration (Taylor, Fayol). Theories of bureaucracy (Weber). A. TAYLOR 1856-1930. 1911: Principles of scientific management. It is a self-made man, then apprentice engineer, he reflects on his experience of the organization. It goes beyond the simple organization of work Theory Taylor. a. Scientism. It is certain that science can solve all problems. [...]

[...] Lack of coordination due to the partitioning of the various organs of the company. Lack of responsiveness as information circulates poorly. The leader must have multiple skills or surround himself with a staff. D. THE CLASSICAL THEORY. She settled on the basis of Taylor and Fayol. It is based on observations of existing organizations and how businesses thrive and succeed. From there, this theory contains rules of general application to be at the head of organizations Principles. Division of labor. Departmentalization activities. Unity of command. [...]

[...] The doctrine of Ford comes in two main points: Mass production and specialization, he thinks mass production involves very simple products where the number of types is reduced to extreme streamlined with very high specialization of the worker to no training required machines. This mass production at a high rate and low price should find opportunities. High wages are a factor of prosperity for the company. Ford thought that by distributing high salaries: It would create opportunities for its own products. It would facilitate the acceptance of mechanization. It would avoid social conflict. [...]