Abstract
From the 1930s onward, three different models of management competed for precedence in organization theory—the traditional approach, human relations theory, and systems theory (Kast and Rosenzweig, 1981). The traditional approach was based upon Taylor’s scientific management, Fayol’s administrative management theory, and Weber’s bureaucracy theory, and encouraged the view that organizations were like machines. This view was considered briefly in the last chapter; it has been subject to criticism from many commentators. Human relations theory grew out of the critique of the traditional approach, particularly its alleged failure to take account of human needs. Theorists such as Mayo, Maslow, Herzberg, and McGregor studied and drew conclusions about issues such as group behavior, individual motivation, and leadership. While it was a useful corrective to traditional theory to put humans and their needs at the center of organizational analysis, this could easily lead to the neglect of factors such as the market, technology, competition, and organizational structure; factors that, it is arguable, have far more effect on organizational performance than decisions on how to manage people. Organizations have to take account of human needs, but not at the expense of everything else (Perrow, 1972).
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 1991 Springer Science+Business Media New York
About this chapter
Cite this chapter
Jackson, M.C. (1991). Organizations as Systems. In: Systems Methodology for the Management Sciences. Contemporary Systems Thinking. Springer, Boston, MA. https://doi.org/10.1007/978-1-4899-2632-6_3
Download citation
DOI: https://doi.org/10.1007/978-1-4899-2632-6_3
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4899-2634-0
Online ISBN: 978-1-4899-2632-6
eBook Packages: Springer Book Archive