Page 84 - E2 Integrated Workbook STUDENT 2018
P. 84
Chapter 6
Other theories of management
5.1 Systems theory – Trist and Bamforth
Trist and Bamforth carried out research into the structure and operation of the
'longwall’ method of mining in County Durham in the 1940s. It highlighted the
interaction between social needs and technological activities. Their findings
highlighted:
close-knit groups had been broken up
communication was difficult because of the geographical spread of workers
new payment schemes caused jealousy among the workforce
too much specialisation and individuality was built into the jobs.
The mine owners had not considered the effects on the workforce, showing an
ignorance of individual and group needs at work.
5.2 Contingency theory – Burns and Stalker
The contingency view suggests that the effectiveness of various managerial
practices, styles and techniques will vary according to the particular circumstances of
the situation. This contradicts the classical theories which thought that there was one
right way to run an organisation.
Burns and Stalker distinguished between two major types of organisations –
mechanistic and organic. The mechanistic system was seen to be appropriate in
fairly stable conditions where the management of change was not seen to be an
important factor. The organic system is seen to be more responsive to change, and is
therefore recommended for organisations moving into periods of rapid changes in
technology, market orientation, or tasks.
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