组织结构管理和变革讲义.pptxVIP

Leadership and Organisations6BUS1001LEADERSHIP and CHANGE (1)ORGANISATIONAL STRUCTURE MANAGEMENTandORGANISATIONAL CHANGE Len RyderORGANISATIONAL STRUCTURE MANAGEMENTLEADERSHIP and CHANGE (1) PREAMBLE(click on the speaker icon below)ORGANISATIONAL STRUCTURE MANAGEMENTLEADERSHIP and CHANGE (1) Leading change is one of the greatest challenges for leaders. Change can be inconvenient, painful and downright scary. Even when a change appears to be good for individual employees as well as the organisation, it can lead to decreased morale, lower commitment and diminished trust if not handled carefully. Some of the most difficult changes are those related to Organisational STRUCTURE and CULTURE. Changing the Organisational Structure involves redefining positions and responsibilities, re-engineering the company, redesigning jobs, departments and divisions or downsizing the organisation.Daft, 2008ORGANISATIONAL STRUCTURE MANAGEMENTORGANISATIONAL STRUCTURE MANAGEMENTTHE CLASSICAL APPROACH The Classical Approach to organisation, structure and management places an emphasis on formal structures, rules, hierarchies and common principles or organisation. The Classical Approach is generally associated with the work of:F.W.Taylor (1911) - Scientific ManagementHenri Fayol (1916) - Management FunctionsMax Weber (1947) - BureaucracyORGANISATIONAL STRUCTURE MANAGEMENTTHE CLASSICAL APPROACH1. The Principles of Scientific Management (Taylorism)Frederick F. Taylor (1911)Develop a science for each element of a man’s work, which replaces the old “rule-of thumb” method. Scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could. Managers heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed. There is an almost equal division of the work and the responsibility between the management and the workmen. The m