The Effective Management Of A Contemporary Organisation

In addition to the Classical Perspective there’s also the Humanistic Perspective consisting of three subfields; Human Relations, Human Resources and Behaviour Sciences. Theorists such as Abraham Maslow and Elton Mayo integrated the Humanistic Approach into their management theories. There are specific factors that distinguish whether a theory uses the Humanistic Perspective; the humanistic approaches all emphasise the importance of understanding human behaviour, needs and attitude within the working environment. The Humanistic Perspective focuses on both extrinsic and intrinsic factors of an individual. The central idea is that the human needs are the conclusive factor to achieving efficiency within an organisation. 8

Discussions on social process of management in popular management texts is usually limited to a discussion of the behavioural management perspective typified by the Hawthorne studies, the human relations movement and the field of organisational behaviour. Davidson et al. (2006, pp. 44-47) and Bartol et al. (2005, pp. 39-45) as an example pay brief attention to the social processes of management.. Maslow’s hierarchy of human needs (Davidson et al., p. 513) and McGregor’s’ advocacy of a Theory Y people-centric approach to management (Davidson et al., p. 46) are discussed as cornerstones of the human relations movement. The Air New Zealand (Air NZ) story is an exemplar of successful implementation of a human relations perspective which has an underlying philosophy that concern for workers would lead to employee satisfaction, which would in turn increase productivity.

3 “Maslow’s Hierarchy of Needs” clearly motivates employees by meeting their self-actualisation needs by offering career progression, introducing new elements to a role, developing supportive training and personal coaching.

In this essay I will be discussing two different approaches to managing organisations. The first approach is called the Classical Approach, which developed in the late 1800s and the second approach, the Human Relations Approach, developed from the early 1900s through to the 1950s. These two schools of thought were not developed by any one person, but were gradually created from the ideas of many to eventually form the Approaches I will be discussing.

This essay explores the similarities and differences between Abraham Maslow and Frederick Winslow Taylor. Primarily, they both had contrastive management theories. Maslow believed that people are motivated to achieve certain needs. When one need is fulfilled a person seeks to fulfil the next one, and so on (Maslow’s Hierarchy of Needs, McLeod, 2007). Taylor, on the other hand, applied his engineering and scientific knowledge to management and developed a theory called Scientific Management Theory (Frederick Taylor: Theories, Principles and Contributions to Management). There is, however, a comparison between these management theorists as they both ignored the external environment of the business,

Google provides internet-related services and products; and was created as a search engine in the late 1990’s. It provides a platform for people to look for information they need. The success of the company is underpinned on the motivational policy. Also, the performance of operation and finance is directly linked to motivate employees effectively. Google used several motivation methods in order to achieve a better result. Motivation increases effectiveness, efficiency and productivity; and crucial to make a difference in results (Forsyth, 2000). There are four major types of motivation theories; such as the Scientific Management theory of Taylor, the Human Relations theory of Mayo, the Hierarchy of Needs of Maslow and the Two-factor

Maslow’s Theory can be applied to many areas of human action and interaction, including management strategies of employee motivation. To fully understand how a hierarchy of needs can be applied to management, we must first look at the original work of Abraham Maslow and how it defines needs as motivational factors.

Over a period of time as the corporate world got more competitive, and globalization increased thus triggering global competition, the dynamics of the organization's internal culture changed and it was realized that the concept of leadership may not and should not necessarily mean a person who is in a top notch and authoritative position. Moreover, Maslow's hierarchy of needs pyramid also put forth the idea, that the employees are only motivated by financial gains until their initial needs and wants are being fulfilled. However, at later stages they look beyond monetary benefits and the highest degree of employee motivation is self actualization. This theory gave birth to the idea of 'people's organization' where employers realized the need to give importance to the employees, not in terms of

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Google’s organizational structure, like Zappos, is flat with low levels of management. Google encourages employees to take initiative without needing approval from multiple levels of managers. To inspire the spirit of innovation in its employees, Google came up with the 70-20-10 rule. Frenz (2013) states, “They have the freedom to spend 70 percent of their time on current assignments, 20 percent on related projects of their choosing, and 10 percent on new projects in any area they desire.” Employees have the freedom to set their own goals and change

Managing resources efficiently and effectively is the most fundamental goal for organisation which aims to maximise individual and social prosperity. Therefore, the management theory is constantly developing. In 20th century, there were several management theories proposed such as scientific management, administrative management, behavioural management, etc. as increasingly aware of human are crucial element of the organisation and vital in influencing overall organisational performance, Douglas McGregor who studied about how workers’ behaviour effect the manager’s leadership, proposed Theory X and Y (Waddell et al. 2007). It is no doubt this conventional concept still correct in 21st century, however, business environment is significant

As Douglas McGregor began working on his book, The Human Side of Enterprise, he encountered Abraham Maslow’s theory. Maslow believed that people had 5 basic ascending needs. It was this theory that not only supported McGregor’s thinking about a hierarchy of motivation, but it also provided a strong theoretical foundation for his assumptions (Bobic, 2003). With a firm foundation McGregor shared his theory with the world, and his theory has had a lasting impact on management theory.

Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager's face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.

Google’s human relations and human resource management styles have changed the way that companies will be managed in the years to come. Google’s model of motivation and leadership tears down the traditional scientific management theory which focuses on results rather than the employees who deliver those results. The Vice President of People Development at Google stated that the company’s strives “to create the happiest, most productive workplace in the world. It’s less about the aspiration to be No.1 in the world, and more that we want our employees and future employees to love it here, because that’s what’s going to make us successful” (Smith,2014). Google shows employees they are valued and constantly motivates them in the workplace by creating a culture that fulfills their needs in all aspects. The office design, the management style, policies, and perks/benefits all put the employee first.

This study helps in finding out how Google designs the workplace satisfaction, that is why after analyzing the workplace of Google through Maslow’s need hierarchy theory it is clear that why it is so famous and well known in corporate circle. Google provides enviable perks to its employees and it has scratched the traditional human resource structure and reengineered it to create a happy, motivated and profitable workplace. Google has been highly innovative in its achievements in just a decade and successfully manages and integrates the people across all the cultures by concurrently motivating them so that they are consistently loyal, innovative, productive as well as ambitious. The company is famous for bestowing incomparable over-the-top perks on its workers. Have fashionable designed bowling alleys, billiard tables, employees getting free haircuts during the working hours. Every employee gets free food, free gym memberships along with Wi-Fi outfitted shuttle rides that they take to work. All these help in satisfying and motivating the employees physiological, safety, esteem, self actualisation and attraction and belongings