For Ray Writer

Classics Theorists Notes

Classics Discussion

When talking the role of manager we are talking about Taylor, Faole and Gulick.

Wilsons Dichotomy (1887)
(NEED TO KNOW)
- Politics and Administration are SEPERATE
  - Politics
    - Purpose: Create Policy
    - Involved: elected officials responsible for the creation of policy
      - Laws
      - Ordinances
      - Policy
  - Administration (The Machine)
    - Purpose: To implement policy
    - Involved: Everyone who is employed by the government agency including…
      - Military
      - First responders
      - Social services
      - Parks and rec, ect
    - Even if we (administrators) do not agree with the law, we still have to enforce it

Fredrick Taylor (talks about role of the manager)

-If nothing else, he was about EFFICIENCY

-All about standardizing the methods of business

-Consistency

-Management is the expert of the process

-The beginning of the white-collar workforce

-Created a science behind industrial work or any type of work realistically

-Concerned more with the efficiency than care and respect

-Wanted to (and did) create replaceable labor

-Wanted to create an industrial utopia (great in theory, nearly impossible in practice)

-His incentive was not to cut the piece rate for his workers but to pay them more for their improved efficiency.

-This was not the norm of business operation

-Taylors Scientific Management method made up for the lack of human efficiency

-He found a way to improve what was thought to be nonimprovable

-Only worthy managers should be managers (Managers are not to be lazy, or entitled, or dominant of thought over their workers)

-The idea was that this scientific management could be applied to all forms of life (school, government work, lifestyle, ect.)

Max Weber 1922 (Father of Bureaucracy) talks about: organizational structure

-Six characteristics of Bureaucracy (more about how we manage not how we govern)

1. Well defined formal hierarchy of command

2. Management by rules and regulations

3. Division of labor and work specialization

4. Managers should maintain an impersonal relationship with their employees

5. Competence and not personality should be basis for job appointment

6. Formal rules, regulation, procedures, decisions, and actions by the organization and its members should be recorded in order to preserve consistency and accountability.

Marry Parker Follett 1926 (Talks about leadership and management style)

-Recognized the holistic nature of community and advanced the idea of reciprocal relationships in understanding the dynamic aspects of the individual in the relationship to others

-Advocated the principle of what she termed integration or noncoercieve power.

-A forward thinker in conflict resolution

There is a person involved in getting more work done with an administration
Working with a person gets more production out of a person working with vs. working over them
“Power with” rather than “power over”

There are some industries where Taylor works for that environment

All of these theories are how managers should or could manage their employees and work with them

Elton Mayo

Hawthorne Effect
- A type of reactivity in which individuals modify or improve an aspect of their behavior in response to their awareness of being observed
- The novelty of increased attention could lead to temporary increases in workers’ productivity
- Managers who understand informal ties among workers can make decisions for management’s benefit
- People’s work performance is dependent on both social relationships and job content
The lighting with workers in a factory higher will higher productivity and lower the lighting and higher productivity therefore he drew off of Follet and find that there was something else affecting their work
Also found (researchers) people produce better if they think somebody cares
1) the presence of the researcher can change behavior 2) (pulling off of Follet) if we as managers pay attention and make the employees feel like their views are important someone cares then that increases productivity

We are just trying to figure out public admin in 1912 management

Then with Weber it more about what do we do with management and how we implement management

Luther Gulick (1937)

POSDCoRB (Talks about the role of managers)
- Planning
  - Working out in broad outline
  - Example “we are going into a digital social media method”
  - What are we going to do in the future
- Organizing
  - Establishing the formal factor
  - Weber thinking “how we are going to do this” steps to get there
- Staffing
  - Follett or Taylor
  - How do we decide to put which staff where
  - Training falls under this
- Directing
  - Then telling them what to do
- Coordinating
  - Example reporters coordinate with photographers
- Reporting
  - The manager going to their bosses after getting from their subordinates what they’ve done and making sure that they are dong their jobs
  - Focus on the manager reporting up
- Budgeting
Division/Coordination of work
Workers should only have one boss
Gulick focuses in at this point—management is management not about the worker
Takes a look on the role of the manager—focus on the manager
Back then there were workers and managers (white collar workers and blue collar worker) you do what you do

Chester Barnard (1938)

Functions of the Executive
- Stressed “soft” factors such as “communication” and “informal processes” in organizations
Weber views communication through the hierarchy
There is something more different types of organizations and communication formal and informal
Seven Essential Rules (1-4)
- Channels of communication should be definite
- Everyone should know the channels of communication
- Everyone should have access to the formal channels of communic1ation
- Lines of communication should be as short and direct as possible
There is someone sometimes in an informal sense that exists as for example a person you go to when you want to get something done—the informal channel of organization if you want something done so you may go through both ways
- Example show M.A.S.H. where the clerk was always the person to go if you want something done
You see this form around the “water cooler” and you find out who the person you go to if you want something done because of those casual informal organization
If the workers don’t feel like the higher ups will have their backs they will break apart the formal organization—the bond with the informal organization can come up and overcome the formal organization by bonding together with the informal and overthrowing
Example “Ferguson Effect” and proactive police work is ideal but the ferguson effect is that police officers don’t care about doing that anymore being the nosy person and getting an idea of the neighborhood so you will figure out when something is off—but you don’t get paid or anything for doing that extra work
How much extra effort will put into a job if they feel like management won’t have their back
That informal communication and understanding

Abraham Maslow (1943)

He wasn’t a business person or a public administration person, he was a psychologist so he takes it from a very psychological approach
Page 118 in the classics book
Levels of motivation
- Levels of need pyramid:
- Level 5 Self-actualization—after you have reached esteem then and only then can move up to self-actualization
  - Are you doing what you were meant to do?
  - You may realize after going through everything else that you may need to be doing something else on this earth—a metaphysical sense, example mid-life crisis,
- Level 4 Esteem—after you have the love and belonging you may go for the award or the medal or whatever
- Level 3 Love/Belonging—example if you have an employee that you make feel loved and belonged to an organization
- Level 2 Safety—for example if your people are living in an environment that is safe, living situations, a house that is safe, an environment that is safe
  - Maybe you can extrapolate that questions if your job is even safe
  - You will not be motivated by anything else if you don’t’ feel safe
  - Job security, physical safety, if you feel safe within the job, working conditions, interpersonal relationships
- Level 1 Physiological—the base need that you cannot move up the motivational ladder if first and foremost your physiological needs are met—you need this done or else nothing else will be done
For example the first responders in new york—there is a place for maslow and others where maslow doesn’t apply well in that area
Maslow says that once you overcome a level it cannot motivate you anymore—the next level up can only motivate you.

Douglas McGregor (1957)

These theories were written for the managers. Do you as a manger fall into theory X or theory Y?

-Theory X

-Workers dislike working

-Avoid responsibility and need to be directed

-Have to be controlled, forced, and threatened to deliver what’s needed

-Need to be supervised as every step, with controls put in place

-Need to be enticed to produce results otherwise there is no ambition or incentive

-Theory Y

-Workers take responsibility and are motivated to fulfill the goals they are given

-Seek and accept responsibility and do not need much direction

-Consider work as a natural part of life and solve work problems imaginatively.

Herbert Simon (1946)

-Bounded Rationality

-Only going to look at a few options and chose what you like the best. Not the same as rational choice where one looks at all options and chooses the best for them.

-Satisficing (satisfied and sufficient)

-In order to talk about organizations, we need to talk about decision-making.

Charles E. Lindblom (1959)

-The science of muddling through

-Incrementalism

-Trial and error (does this work? No but how about this?)

-Policy revolution is evolutionary, not revolutionary

Graham Allison (1979)

-Public and private leadership: They are fundamentally alike in all unimportant respects

-Other than that we are different

-Public sector does what no one else wants to

-Public sector handles the wicked problems