Theorists’ Contributions on Organization Theory


Introduction


            Organizational theory is a part of organizational studies which deals with the academic research and analysis on organizations; other sciences including sociology, psychology, economics, anthropology and political science are integrated in order to develop these theories. Over the years, organizational theories had gone through various periods of development. This was actually initiated by Plato, a Greek Philosopher who raised the significance of leadership, and Aristotle who introduced the role of persuasive communication. Later, the development of organization theory was influenced by various theorists. Due to their contributions, organization theories focused on various aspects of an organization. Initially, organization theory focused on academic discipline and scientific management. Eventually, the center of organization theory was changed on the effects of psychology and various human factors. Hence, theorists began introducing theories that are relevant to team-building and motivation. Organization theory shifted further as it began to concentrate on operations research due to the operators’ growing interest on rationalistic and systems approaches.


            From these major transformations, it is clear that organization theory has indeed gone through significant developments. Through the contributions of various theorists, previous and current managers are able to improve their operations and realize significant aspects of operating an organization. In this paper, the development of organization theory throughout the 20th century will be described. Specifically, this will be done by citing some important theorists on various periods, highlighting their major contributions.


 


Classical Theorist:


            An American engineer that aimed to enhance the efficiency of the industrial sector,   was among the intellectual pioneers of the Efficiency Movement and brought significant influences during the Progressive Era. He obtained a degree in Mechanical Engineering and became an apprentice machinist, enabling him to learn of various conditions in a factory. His exposure to various organizational settings allowed him to develop various useful theories and concepts. One of which is his belief that contemporary management should focus on establishing collaborative relations between the workers and the top management. Moreover, the combined knowledge and skills of the management and workforce will result to better organizational outcomes. In general, he stressed that both need each other and must work together to achieve the organization’s objectives.


 


Contribution


            One of the important contributions of  was the introduction of the scientific management principles, which is also referred to as Taylorism. The development of these principles was based from his own work experiences in various organizations.  There are a total of four principles, which emphasizes that activities within the organization should be done through scientific means ( 1999a). The first principle explains that the performance of an employee should be analyzed scientifically. Organizations should then set certain work standards that describe the duties and expected output of each employee. Their performance should then be analyzed through their ability to meet these standards. The second principle discusses that organizations should scientifically assign their employees to certain job posts. According to , each worker has the ability to be a first class employee; it is then on the responsibility of the management to find out which specific job and training is appropriate for employees to reach this level ( 1996).


            The third principle is centered more on the relation between the management and the workers. In particular, the management must coordinate with its workers so as to achieve scientific work results. This is further supported by ’s fourth principle, which states that responsibilities of the workers and the management must be clearly divided. As managers focus on supervising and planning, the worker will be the one in charge of carrying out the plans of organization ( 1996). In general, the scientific management principles were developed by  so as to promote the concept that in an organization, the prosperity of the management and the employees must be given equal weight. The development of the scientific management principles was also done due to his belief that the initiative and incentive system in management should be transformed. Rather than relying fully on the workmen to solve organizational issues, the scientific management principles help out employees by placing half of the problem to the management’s responsibility.


Comment


            ’s scientific management principles allow the employment of equal work distribution in an organization. I believe this is a beneficial aspect as work issues are resolve much easier through the collaborative efforts of the employees and the management. Moreover, following work standards in analyzing workers’ performance, selection and development also make processes more systematic. The bureaucratic nature of the theory also stresses the concept that formal division of work should be observed between the management and the employees. I think this is a significant theoretical aspect as it will foster team-building, higher productivity, enhanced worker loyalty, effective communication and continuous management-worker support.


 


Neo-Classical Theorist:


            Born in 1923, is a management professor at Utah University and an American clinical psychologist. He has a strong interest on human mental health and believed that this represents the core issue of the present time. Aside from working in the US Public Health Service,  also introduced the hygiene-motivation theory, which is found in his book T initially published in 1959 ( 1999b). The works of  for organizational management is mainly centered on employees in the workplace. His contributions have also made a great impact to managers as his popular concepts speak of both management expertise and knowledge. 


 


Contribution


            As ’s work is focused on the workers of the organization, he was able to introduce the principle that within the workplace, there are certain factors that causes job satisfaction and dissatisfaction. Through this realization, he was able to develop one of his known theoretical contributions called the hygiene-motivation or the two-factor theory ( 1995). This theory was actually developed from his research using 200 engineers and accountants from Pittsburgh. The aim of the study was to determine whether the employees are satisfied or dissatisfied with their current jobs.


            From this research,  concluded that an individual has two types of needs. One type is the lower level needs in order to avoid pain and deprivation; the higher level needs on the other hand is necessary for the individual’s psychological growth. The first set of needs is termed as the hygiene factors or dissatisfiers whereas the high level of needs refer to the motivators. The hygiene aspect pertains to factors that promote comfortable work situations. Examples of these factors include supervisory behavior, physical workplace conditions, supplemental benefits and other similar factors that are peripheral to the actual work of the employees. Hygiene factors do not really promote job satisfaction; however, they do prevent the rise of job dissatisfaction ( 1995)


            The motivators on the other hand, pertain to factors that are more related to the employees’ actual work duties. Also known as growth factors, these are typically the outcome of the feedback generated by the workers and their job performance. Recognition, advancement and growth as well as responsibility are some of the examples of motivators ( 1995).  noted that dissatisfiers and motivators are two different and separate factors as they deal with two distinct levels of needs. From the hygiene-motivation theory,  was able tot develop the KITA (Kick in the Ass) concept, which explains that benefits, job participation and wage increases are not the only one that motivate employees ( 1999b).


 


Comment


            One of the important strengths of Herzberg’s hygiene-motivation theory is that it is very comprehensive and generally applicable to all organization types. The introduction of this theory should be considered a breakthrough in organization and management theory as it makes employers realize the significance of satisfying not only the needs of their external customers but their employees as well. The hygiene and motivation factors are also serve as a helpful guide for managers to decide which motivating factor is appropriate for each employee. The theory is also essential as it promotes the reduction of employee turnover as well as employee appreciation.


 


Modern Theorist:


             was the author of book entitled  and also worked as a telecommunications executive. ’s book had resulted to a great impact to the management sector as it discusses an important aspect of organization theory, particularly on the functions of the organizational executives. Similar to , the concepts developed by  were greatly influenced by years and years of organizational experience. This aspect makes him one of the unique organizational theorists of the twentieth century. However, while he had made significant contributions to the development of organization theory,  was not as well-known as the other theorists. According to  (1974), this is mainly because ’s work can be difficult to read and follow due to its abstract features. Moreover, his works can be redundant.


 


Contributions


             contributed two popular theories that are centered mainly on effective communication systems in the workplace. One of which is the theory of authority. In this theory, he noted that for a communication between the manager and the subordinate to be authoritative, four conditions must be met. First, the subordinate must understand the message being relayed; second, the subordinate must be able to comply or follow what has been said; third, the message and the subordinate’s goals must be compatible with each other; finally, the subordinate must believe that the message relayed does not contradict with the organization’s main objectives. This theory then stresses that the authoritativeness of the communication process is significantly dependent on the subordinate rather that the manager. The theory of authority also stresses that in the communication process, managers should respectfully and competently approach their subordinates (1968). ’s second theory is the theory of incentives. Here, he stated that in order to encourage subordinates to be cooperative, persuasion and tangible incentives should be provided.


            While the said theories appear to highlight the subordinates, intends to stress more on the role of the executives in the organization. Specifically, he said that executives must be to develop and follow a certain communication system. It is also their role to secure the essential services each subordinate can provide. Furthermore, executives must also be adept in developing organizational objectives ( 1968).


            In his book,  also noted in order for organizations to survive, effectiveness and efficiency must be present ( 1968). He defined effectiveness as the factor that enables organizations to achieve their goals. On the other hand, he defined efficiency as the degree to which the organization is capable of meeting individual needs.  then summed up by noting that an organization that is able to achieve its goals and satisfy the motives of its members would result to cooperation, allowing the organization to survive.


 


Comment


            It has been indicated in several literatures that effective communication is essential in the workplace, especially between the management and the employees. The theories of  are then significant particularly in promoting open communication channel within the organization. Moreover, these theories appear to support the goal of ’s hygiene-motivation theory where a stronger bong between the managers and the employees is necessary. Open communication is also very relevant to contemporary organization management, especially in relation to issues of discrimination. By means of applying ’s theories, organizations will be able to realize the value of treating and communicating with all subordinates equally. His theory of effectiveness and efficiency also promotes the concept that an organization will not last if it will only focus on satisfying the management’s needs alone.


 


Post-Modern Theorist:


             is an author as well as consultant and speaker for change management. Among his popular books include . He is also a research professor in Toronto at York University. He is well-known for his works on management thinking, giving him numerous international awards.  has been a recognized icon for post-modern organization theory as his works and keynote presentation are focused on addressing current organization issues. In particular, his knowledge on organizational management allows managers and leaders to overcome various challenges, develop frameworks for success and implement change effectively. He is also known internationally as he had already worked with several major organizations in North America and Europe.


 


Contribution


            One of the significant contributions of  is his use of metaphors in order to describe the important components of an organization. This contribution also characterizes post-modern theories wherein organizations are described and analyzed through the use of images.   then developed various metaphors to represent the distinct aspects of an organization. There are 8 metaphors all in all, which include organization as a culture, machine, brain, organism, psychic prison, flux and transformation, political system and an instrument of domination ( 1986). According to (1993), ’s metaphors can actually be grouped into three main divisions. These are the mind, organism and machine groups. The mind group is focused on human relationships and coordination mechanisms. The organism group is centered on the dynamic relation between the environment and the organization. The machine group on the other hand, pertains to the organizational processes.


            According to , the metaphors were not developed in order to argue which metaphor best describes an ideal organization. Rather,  aims to stress that leaders must be able to combine organizational metaphors that complement each other so as to achieve success. He noted further that using a single metaphor, particularly the machine factor, will only result to undesirable organizational outcomes. By means of combining complementary metaphors, leaders and employees will be able to understand the dynamic nature of organization management. ’s theory of metaphors also promotes the individual nature of organizations. Specifically, each organization is affected by distinct affective factors; combining various metaphors then allows organizations to overcome their individual issues ( 1986). Thus, he noted that in order to apply the theory effectively, metaphors should be utilized based on the current environment surrounding the organization. It is also essential that the metaphors used fit the organization’s present situation.


 


Comment


            ’s contribution on organization metaphors is very relevant to present organizations. In particular, his theory clearly emphasizes the need for organization to be flexible and open to changes. It has been indicated by  that the metaphors used by the organization must be adaptable to its current environment and condition. Through the combination of appropriate metaphors, ’s theory then teaches organizations to constantly change its strategies, approaches and culture not only for the purpose of adaptation but also to achieve better organization outcomes. The theory of  on metaphors also supports the individualization concept that contemporary organizations should follow. This concept explains that in order to succeed, an organization should not just plainly follow known best practices and strategies used by other organizations. Instead, leaders must analyze their own organizational needs and apply customized solutions.


 


Conclusion


            In this brief discussion, four types of organizational theorists had been discussed. Their background as well as their important contributions had also been identified. From these, it is clear that each type of theorist was able to provide significant principles that are very applicable to present organizations. In general, these principles teaches organization to give due value to their employees. Work standards should also be developed to guide the organizations’ various processes. Good relations and communication systems must also be observed in the workplace so as to foster cooperation. Finally, organizations should also be willing to adapt change and combine useful tactics in order to operate successfully. Running an organization is indeed a complicated task; through these theoretical contributions, several managers and employees are able to focus on its most significant aspects.


 


References:



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