Transcript Public Administration in Practice.ppt

MPA 509
Agenda

 Preview of Last Lecture
 Public Administration in Practice
 Scientific Management
 Purists vs Transitionlists
 Frederick Taylor
 Five Factors that Limit Full Coordination – Gulick
 Seven Administrative Procedures
 Scientific Management's Impact on Organizations
 Conclusion
Scientific Management

 The process of approaching various aspects of
organizations in a scientific manner using scientific
tools such as research, management, and analysis.
Scientific Management Theorists

PURISTS
Frederick Taylor
Henry Gantt
Frank and Lillian Gilbreth
TRANSITIONALISTS
Luther Gulick
Max Weber
Henry Fayol
Purists vs Transitionlists

 The Purists considered logic,
order, and control to be
some of the most valuable
qualities to exist in works of
art. The emphasis in Purism
was most heavily placed in “
rationality,
clarity
of
conception, and precision of
execution”.
 Purist
philosophy
is
characterized
by
an
admiration for the beauty
and purity of the form of the
machine.
 Transitionalism focuses
on the individual,
society, and the
restriction of our
experience to the natural
world.
History of the Era
Industrial Age
- Migration to cities
- Reliance on electricity
and gasoline
- Changes both on the
farm and in factories
- Autos, airplanes,
movies, and radio
became common
History of the Era
1913 – Federal Reserve
System created
WW1 begins and
Panama Canal opens
1929 - Stock Market
Crash
Prior to Scientific Management

 Owner, manager, sales, and front office
personnel had little direct contact with
production activity.
 A “superintendent” was responsible for all
planning and staff functions.
 Worked with “journeyman” mechanics to try to
schedule production.
No recognized staff
functions.
 Work methods were determined by individual
mechanics based on personal experience,
preference, and what tools were available for the
job. “Rule of Thumb”
Frederick Taylor
 Efficiency Expert in U.S.
Steel Industry
 Invented New Tool Designs
and Handling Methods
 Designed Stop-Watch Task
Timing
 Created Piece-Rate
Payment Scheme
 Developed Industrial
Departments
Time Studies and the Piece-Rate System
 Studied most efficient
worker
 Used stop-watch timing
to measure each
production step
 Eliminated any
unnecessary
movements
 Designed standardized
instruction cards for
employees
 Employees were paid
for meeting the
established rate of
production
Henry Gantt

 Worked with Taylor at Midvale Steel Company
 Specialized in incentive wage plans
 Introduced a differential piece rate system – Task
work with a bonus
 Permitted workers to improve the production system
 Introduced a bonus for foremen based on the
number of their workers who earned bonus
Gantt Chart Information
Developed to help
industrial age managers
plan for mass
production
Utilized to coordinate
WWI shipbuilding
Visual display used to
schedule based on time
Frank and Lillian Gilbreth
- Associates of Fredrick
Winslow Taylor, their work
was intertwined with his and
their motion studies predated
Taylor’s system first
published in 1903.
- Developed the laws of
human motion from which
evolved the principles of
motion economy
Motion and time study is
considered to be the
backbone of industrial
engineering…
Luther Hasley Gulick III

Believed that public administration could
have made more effective if it were practiced
according to a set of guidelines.
All organizations are characterized by a
tension between the need for division and the
need for coordination.
Work division is the foundation of
organization.
Gulick

It is important to recognize that there are
limits beyond which labor cannot usefully be
divided.
Gulick believed that, labor divided makes for
efficiency, but only if the labor and its
outputs are harmonized with the
organization’s goals
Five Factors that Limit Full
Coordination - Gulick

Uncertainty concerning the future
Lack of knowledge on the part of the leaders
Lack of administrative skills on the part of
the leaders
A general lack of knowledge and skills on the
part of the other members of the organization
The vast number of variables involved and
incompleteness of human knowledge,
particularly with regard to man and life
Seven Administrative
Procedures - Gulick







Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting

Gulick’s Definition of
Leadership

The most difficult task of the chief executive
is not command, it is leadership, which is the
development of the desire and will to work
together for a purpose in the minds of those
who are associated in any activity.
Gilbreths and Gulick
Compared

GULICK
GILBRETHS
- Devoted to Efficiency
- Analyzed Motion and
Movements of Workers
- Their studies were part of
the manufacturing
revolution in the U.S.
- Applied Scientific Method
to Management
- Division of Labor and
Integrated Organization
- Applied Scientific
Approach to Personnel
Management
-
Defined work in terms of
positions needed to carry out
a process, rather than the
people doing the work
Max Weber
Weberian Model of Bureaucracy
 Division of Labor and Specialization
 Impersonal Orientation
 Hierarchy of Authority
 Rules and Regulations
 Career Orientation
Weber’s Influence on
Educational Organizations

 Described the bureaucratic characteristics used by
most educational institutions.
 Described organizations as social systems that
interact and are dependent upon their environments.
 Provides a starting point for modified structures.
Henri Fayol (1841-1925)
Fayol’s Five Functions of Management
1. Forecasting and Planning
2. Organization
3. Command
4. Coordinate
5. Control
Fayol’s 14 Principles for Effective Administration

1.
2.
3.
4.
5.
6.
7.
Specialization/Division of
Labor
Authority with
Corresponding
Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of
Individual Interest to the
General Interest
Remuneration of Staff
8.
9.
10.
11.
12.
13.
14.
Centralization
Line of Authority
Order
Equity
Stability of Tenure
Initiative
Esprit de Corps
Weber and Fayol Compared
Similarities

-
WEBER
Ideal Type
Hierarchy of authority
Division of Labor
Career Orientation
Rules and Regulations
-
FAYOL
One Best Way
Top Down
Management
Specialization
Stability of Tenure
Discipline
Weber and Fayol Compared
Differences

-
-
WEBER
Organization as a Social
System dependent on
environment
Rationality
Impersonal Orientation
Administrative
Efficiency
-
FAYOL
No parallel
Personal experience
and observation
Esprit and Initiative
Future Planning
Scientific Management’s
Impact on Administration

 Defined Administrative
Roles
 Supervision of work rather
than people
 Work specializations
 Span of control
 Cost accounting
 Homogeneity of Positions
 Engineering for Efficiency
 Assembly Line Production
 Emphasis on Quality
Control
Scientific Method of
Management Contrasted

-
-
Scientific Management
The most efficient manner to
perform a task is determined
and everyone does it that
way
Task Analysis
Personnel Selection and
Training
Bureaucratic Organization
Structure
Span of Control and Top
Down Management
-
-
Humanistic Approach
Concern for people not the
task
Participatory decisionmaking
Emphasis on Individual
Contributions and Personal
Awareness
Flexibility
Scientific Method of Management
Contrasted

Scientific Management
Social Systems Approach
- The most efficient
manner to perform a
task is determined and
everyone does it that
way
- Task Analysis
- Personnel Selection and
Training
- Bureaucratic
Organization Structure
- Span of Control and
Top Down
- Focused on the
interaction of the
organization and its
larger environment
- Leaders are high-task
oriented (work
structure) and highrelationships oriented
(concern for others)
- Organizations are a set
of interrelated elements
functioning as a whole
Scientific Method of Management
Contrasted

Scientific Management
Situational Leadership
- The most efficient way
to perform a task is
established and
everyone does it that
way
- Task Analysis
- Personnel Selection and
Training
- Bureaucratic
Organization Structure
- Span of Control and
Top Down
- No one style is
appropriate for all
situations
- Increased involvement
in decision making
- Collaborative Planning
- Flexible Change
Strategies
- Unique Organizational
Personality must be
accounted for in
structure, leadership,
Scientific Method of Management
Contrasted

-
-
Scientific Management
The most efficient manner
to complete a task is
determined and everyone
does it that way
Task Analysis
Personnel Selection and
Training
Bureaucratic
Organization Structure
Span of Control and Top
Down Management
Futuristic Approach
- Focus on an improved,
decentralized system of
management
- “Learning organizations”
able to predict for and
respond to a changing
environment
- Organizational Change
Models that help
organizations prepare for
future challenges
Quote of the Day

 “The method of political science is the
interpretation of life; its instrument is insight, a
nice understanding of subtle, unformulated
conditions” by Woodrow Wilson.