Psychologie Organisationnelle: Introduction

Study Notes

Organizational psychology studies the evolution of work organization and management philosophies, exploring classical models like Taylorism and Fordism, and more modern approaches such as the Human Relations Movement and Lean Management.
Key figures include Frederick Winslow Taylor, Henry Ford, Henry Fayol, Elton Mayo, and Kurt Lewin.
Various organizational structures (hierarchical, divisional, matrix, staff and line), all with their own advantages and drawbacks, are explored, emphasizing the need for adaptation to changing situations.

Frederick Winslow Taylor developed Scientific Management (Taylorism) to increase productivity in the early 20th century.
Three key aims: counter worker 'soldiering' (taking it easy), optimize fabrication methods (fast, efficient production), and encourage workers with piece-rate pay schemes.
Developed and applied in the early 20th century, especially after WWII.
Standardized work processes, including precise time and motion studies, led to higher productivity.
Significant negative effects: dehumanising work, monotony, and worker alienation.

Henry Ford built upon the principles of Scientific Management, integrating assembly lines.
Key changes: Mass production, standardized products, encouragement of higher wages to boost worker spending, assembly lines.
Fordism changed industries: increased output and reduced costs, higher wages, more spending.

A shift in focus to the human element in organizations, particularly in the 1930s, recognizing the influence of social and psychological factors on productivity and behavior.
Studies, such as the Hawthorne studies (Western Electric Company), revealed the importance of worker participation, good interpersonal relationships, and a sense of belonging.
Recognizing the need for managers to cater not only to employees' physical needs but also their emotional and social demands.

(Derived from Toyota Production System), promotes eliminating waste in manufacturing and service industries.
Core principles: Production in response to demand (just-in-time system), continuous improvement (kaizen), flexibility and worker involvement.
Aims: maximize productivity while minimizing waste and time.

Hierarchical Structure: classic pyramidal form with clear lines of authority, top-down decision-making. Advantages: simple, clear lines of responsibility. Disadvantages: inflexible, slow decision-making (potentially).
Divisional Structure: separates the organization into divisions based on products, geography, or other criteria. Advantages: allows for specialized expertise and quicker response to market changes. Disadvantages: potential duplication of resources.
Matrix Structure: combines elements of hierarchical and divisional structures, utilizing project-based teams (or similar) with vertical and horizontal reporting structures. Advantages: flexibility, resource sharing. Disadvantages: potential for conflicts and confusion due to dual reporting.
Staff and Line Structure: retains a formal hierarchy (line) with specialized staff departments providing support. Advantages: avoids dilution of responsibility, specialists provide guidance. Disadvantages: possible conflicts between staff and line personnel.