LEWIN: GROUP DYNAMICS

LEWIN: GROUP DYNAMICS • LEWIN : RELATIONSHIP BETWEEN ORGANIZATIONAL EFFECTIVENESS AND GROUP FORMATION, DEVELOPMENT AND BEHAVIOUR • COCH & FRENCH: GROUP DISCUSSION LED TO FASTER LEARNING AND HIGHER PRODUCTIVITY

THE HUMAN BEHAVIOR SCHOOL: THE NEO HUMANISTS MANAGEMENT THEORIES Lecture 16b

NEO-HUMANISTS MASLOW'S HIERARCHY OF NEEDS PHYSIOLOGICAL

NEO-HUMANISTS MASLOW'S HIERARCHY OF NEEDS SECURITY PHYSIOLOGICAL

NEO-HUMANISTS MASLOW'S HIERARCHY OF NEEDS SOCIAL SECURITY PHYSIOLOGICAL

NEO-HUMANISTS MASLOW'S HIERARCHY OF NEEDS EGO SOCIAL SECURITY PHYSIOLOGICAL

NEO-HUMANISTS MASLOW'S HIERARCHY OF NEEDS SELF-ACTUALIZING EGO SOCIAL SECURITY PHYSIOLOGICAL

NEO-HUMANIST: MCGREGOR • WORK AS PERSONAL DEVELOPMENT AND GROWTH • THEORY X • THEORY Y

DISLIKE WORK, AVOID IT DON’T WANT RESPONSIBILITY PREFER TO BE DIRECTED UNCONCERNED ABOUT ORGANIZATIONAL NEEDS RESIST CHANGE NOT INTELLIGENT OR CREATIVE MANAGERS MUST CONTROL, REWARD AND PUNISH EMPLOYEES WORK - NATURAL AND ENJOYABLE SEEK RESPONSIBILITY, PREFER SELF-DIRECTION WILLING TO WORK FOR ORGANIZATIONAL GOALS POTENTIAL TO DEVELOP CHANGE INTELLIGENCE AND CREATIVITY OF WORKERS UNTAPPED WORK CAN ALLOW WORKERS TO ACHIEVE ASSUMPTIONS: THEORY X ---- THEORY Y

LIKERT’S FOUR SYSTEMS OF MANAGEMENT FOUR SYSTEMS OF MANAGEMENT 1. EXPLOITIVE-AUTHORITATIVE 2. BENEVOLENT-AUTHORITATIVE 3. CONSULTATIVE 4. PARTICIPATIVE • TRUST BETWEEN EMPLOYEES AND MGT. • WIDELY DELEGATED DECISION-MAKING

LIKERT’S LINKING PIN CONCEPTFOR PARTICIPATIVE MANAGEMENT PRES. Mgr. Sales Mgr. Finance Mgr. Mfg. Super Super Super Super Super Super

COMMUNICATION IN THE HUMAN BEHAVIOR PERSPECTIVE • MORE OPEN THAN SCIENTIFIC MGT. MODEL • SUPPORTS UPWARD COMMUNICATION • SUPPORTS LATERAL COMMUNICATION • FACILITATES PARTICIPATIVE PROBLEM SOLVING, PLANNING, ORGANIZING, CREATIVITY • CULTURE ASPECTS: SUPPORTIVE CLIMATE

RELATIVELY SATISFY EMPLOYEES HORIZONTAL & VERTICAL RUMORS THREE SCHOOLS OF ORGANIZATIONAL BEHAVIOUR SCI. MGT HUMAN RELATIONS 1. IMPORTANCE OF COMMUNICATION 2. PURPOSE OF COMMUNICATION 3. DIRECTION OF COMMUNICATION 4. COMMUNICATION PROBLEMS NOT RELAY ORDERS DOWN BY PASSING

INTEGRATED PERSPECTIVES SCHOOL MANAGEMENT THEORIES

INTEGRATIVED PERSPECTIVES • BOTH CLASSICAL AND HUMANIST PERSPECTIVES FAIL TO ACKNOWLEDGE THE ENVIRONMENTS IN WHICH ORGANIZATIONS OPERATE • INTEGRATIVE PERSPECTIVE RESPONSE TO THIS FALLACY • INCLUDES: • CULTURAL MODEL • SYSTEMS MODEL

CULTURAL MODEL: A REMINDER ASSUMPTIONS ABOUT… • RELATIONSHIP TO ITS ENVIRONMENT • ABOUT REALITY • HUMAN NATURE • NATURE OF HUMAN ACTIVITY • HUMAN RELATIONSHIPS

AN EXAMPLE OUCHI: BEST TYPE OF ORGANIZATIONAL CULTURE IS A COMBO OF • AMERICAN TYPE A ORGANIZATION: • SHORT TERM EMPLOYMENT • INDIVIDUAL DECISION-MAKING • INDIVIDUAL RESPONSBILITY • RAPID PROMOTION • FORMAL CONTROLS • SPECIALIZED CAREER PATHS • NO SENSE OF “ORGANIZATIONAL COMMUNITY” • AND JAPANESE TYPE J OF ORGANIZATION: • JUST THE OPPOSITE • TYPE Z(MANAGEMENT CULTURE )ORGANIZATION: • COMBINING INDIVIDUAL ACHIEVEMENT AND ADVANCEMENT AND A SENSE OF COMMUNITY

SYSTEM MODEL: A REMINDER • ORGANIZATION IS OPEN SYSTEM • ENVIROMENT IS CRITICAL • FIVE ESSENTIAL FUNCTIONS AND SUB-SYSTEMS • INPUT-THROUGHPUT-OUTPUT • ALL-DIRECTIONAL COMMUNICATION • REQUISITE VARIETY OF FEEDBACK ESSENTIAL TO RESPOND TO ENVIRONMENT

SYSTEM MODEL: AN EXAMPLE • SYSTEM THINKING: “THE FIFTH DISCIPLINE” • THINKING IN PROCESSES RATHER THAN INCIDENTS • SEEING WHOLES RATHER THAN PARTS • UNDERSTANDING DELAYED EFFECTS • SHARED VISION RATHER THAN INDIVIDUAL LEADER VISION • TEAM LEARNING RATHER THAN INDIVIDUAL LEARNING

SCI. MGT HUMAN RELATIONS SYSTEMS NOT RELATIVELY VERY ADJUST TO SATISFY EMPLOYEES RELAY ORDERS ENVIRON. HORIZONTAL & VERTICAL DOWN ALL BY PASSING OVERLOAD OMISSION RUMORS THREE SCHOOLS OF ORGANIZATIONAL BEHAVIOUR 1. IMPORTANCE OF COMMUNICATION 2. PURPOSE OF COMMUNICATION 3. DIRECTION OF COMMUNICATION 4. COMMUNICATION PROBLEMS

LEWIN: GROUP DYNAMICS