Hierarchical management- week 3

Page 3: Hierarchical Management Styles

  • Methods of managing hierarchically:

    • Bureaucracy

    • Classical management

    • Scientific management

    • Machine organization (Taylorism)

    • Skoda production line examples

Definition of Hierarchical Management

  • Hierarchical management is defined as a rational arrangement of activities directed towards organizational goals (Leonard in Albrow, 1970)

  • Taylor, Gulick, Urwick, and Weber's contributions bolster this understanding.

Hierarchical Control and Coordination

  • Definition of management: Control and coordination of work through a hierarchy of qualified individuals.

  • Authority is based on expertise and is aimed at optimizing processes to achieve goals (Watson, 2003).

The Visible Hand of Management

  • 'The visible hand of management' (Powell, 1990) explains internal organizational relationships:

    • Workers establish relationships based on status and roles.

    • Efficient, predictable actions lead to appropriate rewards.

Suitable Environments for Hierarchical Management

  • Hierarchical management excels in environments requiring:

    • Mass production

    • Mass distribution

    • High volume with standards

Page 8: Core Ideas of Hierarchical Management

  • Three pivotal ideas:

    • Rational legal authority (Weber)

    • Unity of command (Urwick/Gulick)

    • Neutral administration of rules and processes (Weber)

Page 9: Historical Approach to Management

  • The classical school emphasizes a rational approach:

    • Legal authority distinct from traditional and charismatic authority.

    • Meritocracy principles established by Fayol and expressed in the acronym POSDCORB (Planning, Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting).

    • Source: Blyton and Jenkins (2007).

Page 10: Unity of Command

  • Gulick stated that a worker should have only one superior to be efficient (Hammond, p.148).

  • Limits to span of control specify a supervisor should not directly oversee more than five to six interlocking subordinates (Urwick, 1956).

Page 11: Rules and Processes in Bureaucracy

  • Bureaucracies are defined by formal, impersonal rules applied consistently.

  • Staff are selected based on technical qualifications with defined competences; careers are typically permanent with benefits.

Page 12: Relevance of Hierarchical Structure

  • Hierarchy often carries negative perceptions but maintains significance in modern organizations seeking accountability, responsibility, and ethical operations relevant to 21st-century organizations (Blyton and Jenkins, 2007).

Page 13: Persistence of Hierarchical Structures

  • Hierarchies remain prevalent in large organizations today despite criticisms.

  • The inherent structure often fulfills needs for order and security while achieving objectives.

Page 14: Digital Era Implications

  • The rise of digital technologies facilitates immediate communication yet maintains the necessity for management roles.

  • Bosses essential in coordinating tasks and determining delegation terms (Foss and Klein, 2022).

Page 15: Example: UK Civil Service

  • The Civil Service supports government policy development in sectors like education and health.

  • Governed by conventions between Parliament and the government for effectiveness.

Page 16: Civil Service Structure

  • Employees are organized into hierarchical grades, summarized in a detailed structure from junior to senior levels, including Permanent Secretaries to Administrative Assistants.

Page 17: Employment Grade Satisfaction

  • Engagement scores vary by grade, evidencing higher satisfaction among senior roles (Institute for Government analysis, 2018).

Page 18: Departmental Hierarchy Example

  • Outlines the Senior Management Team of the Department for Exiting the EU, detailing roles and positions.

Page 19: Civil Service Engagement Scores

  • Visual representation of engagement scores by grade levels reflecting perceptions of team dynamics and organizational objectives.

Page 20: Civil Service Code Principles

  • Key principles: Integrity, Honesty, Objectivity, Impartiality emphasizing accountability and public service obligations.

Page 21: Responsibilities and Rights Under Civil Service Code

  • Departments must inform employees of their rights under the Code, ensuring concerns are addressed without penalty.

Page 23: Critique of Hierarchy

  • Bureaucracy originally viewed as efficient is now criticized for being slow and ineffective.

Page 24: Challenges of Rationality

  • Formal rationality often fails due to time constraints and detachment from practical realities, resulting in bounded rationality (Jones, 1999; Simon, 1995).

Page 25: Command Challenges

  • Command can lead to discretion, organizational loyalties, and complexities affecting efficiency and motivation (Simon, 1944).

Page 26: Problems with Rules

  • Rules may conflict or become outdated, leading to inefficiencies termed as "red tape" (Bozeman, 1993).

Health Outcomes Studies

  • Longitudinal studies suggest a correlation between job grades and chronic health issues, with lower status jobs associated with increased health risks (Marmot et al., 1991).

Gender Inequality in Hierarchy

  • Hierarchies reflect gendered assumptions that may obscure the realities of embodied labor, affecting gender equality in workplaces (Acker, 1990).

Operational Limits of Hierarchy

  • The shift to remote work has tested the boundaries of traditional hierarchical control (Caposella, 2022).