Chapitre 1 - Taylorisme et organisation du travail

Chapitre 1 - L'évolution des modes d'organisation du travail et des philosophies managériales

• Le taylorisme: Frederick Winslow Taylor developed the Scientific Management (OST) to increase productivity. This involved three key goals: combating worker "soldiering" (taking it easy), optimizing production methods (one best way), and incentivizing workers through piece-rate pay.
• Taylorism's Development: Implemented in the early 20th century, its widespread adoption increased after World War II. This led to increased production, higher wages, higher consumer demand. Standardization, and large-scale production became key components.
• Evolution of Professional Systems: Production shifted from individual units or small batches to larger, mass production during the 19th century. There was no structured organization, workers were generalists performing all tasks of a job, and managers were responsible for organizing this.
• Horizontal Division: Standardized tasks, time-and-motion studies leading to the "one best way" principle. Machines designed for single tasks. Workers were specialized for single tasks to maximize efficiency. This led to repetitive work with workers having little decision-making or autonomy.
• Vertical Division: Separated conception (planning)from execution (doing) with specialized service groups. This increased the number of managerial positions, introducing supervisors, financial incentives, and detailed timekeeping for workers.

Partie 2 - Ecole des Relations Humaines et le management social

• The Human Factor: Elton Mayo's studies of Western Electric Company highlighted the importance of psychological aspects. Employee recognition, involvement and sense of belonging positively influenced productivity.
• Hawthorne Effect: The awareness and acceptance of employees as members of the team was a major factor in increased efficiency.
• Fordism: Henry Ford built upon Taylor's principles, creating more sophisticated assembly lines. Standardisation, mass production and increase on worker salary.
• Managerial roles (Henry Fayol): Fayol proposed five managerial functions (planning, organizing, commanding, coordinating, controlling) to achieve effective cooperation of workers.

Partie 3 - Les nouvelles formes d'organisation du travail et le management participatif

• Theories X and Y (McGregor): McGregor's theories differentiate management styles. Theory X assumes workers dislike work and need close supervision. Theory Y assumes work is natural and employees seek responsibility.
• Participative Management: Increasing employee involvement and participation in decision-making at different levels of the organization. Aim was better coordination, efficiency, and better employee engagement.
• Quality circles: Groups of workers focused on improving quality, safety, efficiency, and productivity. Managers play a directive role in methodology, not in the content of problem solving.

Partie 4 - La notion de servant leadership

• Servant Leadership: Robert Greenleaf's concept of servant leadership emphasizes the manager's role in helping employees. This includes developing employee's talents, empowering them, listening to their unique perspectives, and fostering the community.
• Culture of an organization: Each organization has its own values and practices that distinguish the culture. This can be created and shaped.

Partie 5 - Santé psychologique au travail

• Risks in the workplace are linked to the organization of work, working conditions and the interpersonal relations
• Legislative evolution: Regulations in Belgium (and elsewhere) outline the need for measures to prevent and manage workplace risks.
• Causes: Stress and conflicts in the workplace come from several sources. This includes the design of the workload, psychological factors of the workers, conditions and situations of the workplace itself.