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Organization Theory – Part 1

Organization Theory – Part 1. Chapter 4 Discussion/Recap. Scientific and Classical Management. Organizations = “machinelike objects driven by management plan and control” (p. 80) Members/Employees = Parts of machine

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Organization Theory – Part 1

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  1. Organization Theory – Part 1 Chapter 4 Discussion/Recap

  2. Scientific and Classical Management • Organizations = “machinelike objects driven by management plan and control” (p. 80) • Members/Employees = Parts of machine • Efficient work design + organizational structure = Effective organizational performance • Management/authority drive organization • Money as employee’s biggest motivation

  3. Scientific and Classical Management • Taylor’s Scientific Management • One best way to perform job, scientifically selected personnel, compensation based on incentive (not hourly), & labor divided/planned by management (p. 81-82) • Biggest issue = noncompliance from workers • Focused on technical details • Fayol’s General Management • 14 Fundamental principles (p. 82-83) • Prescriptions for effective organizational structure and design • Weber’s Bureaucratic Theory • Organizations = bureaucratic machines • Organizations require speed, precision, certainty, continuity • Organization’s should feature six features (p. 83-84) • Authority + predictability = positive organizational outcomes

  4. Transitional Theories • New considerations from scientific and classical theories • Power • Compliance • Different behaviors of organizational members • Importance of communication

  5. Transitional Theories • Follett’s Administrative Theory • Reciprocal response and universal goal of integration • Building and sustaining democracy • Shared power • Possible? Good? Bad? • Employee representation • Barnard’s Executive Functions • Individual behavior (differs) • Willingness to comply • Communication

  6. Human Relations Movement • Social processes > management design • The Hawthorne Studies • Importance of interpersonal communication, group dynamics, and members’ attitudes • Different meaning assigned to conditions and experiences • People oriented management • Consider social needs, listen to workers, involve in decision making, friendliness • Wal-Mart? • Criticized and called highly manipulative management communication strategies • Agree? Disagree?

  7. Human Resource Development Participation  better performance  improved morale  improved performance (form of self development)

  8. Human Resource Development • Maslow’s Need Hierarchy • Physiological (lowest level), safety, social, esteem, self-actualization (highest level) • Lower level needs  higher level needs • McGregor’s Theory X and Y • Manager’s assumptions about employees (human nature) • Theory X (workers less motivated; managers use more control) • Theory Y (workers want to do their job; more self-control and trust) • Likert’s Four Systems • System four most ideal • Open communication • Decentralized decision making and control processes • Free information flow • Participative management

  9. Prescriptive Theories vs. Contingency Theory

  10. Organization Theory – Part 2 Chapter 5 Discussion/Recap

  11. Metaphors of Biology Concerned with “structure, function, and development of human systems and the people who constitute these systems” (p. 104)

  12. System Theory • Wholeness • Synergy • Hierarchy • Elements – Subsystem – System – Environment • Employees – Groups/Depts./Divisions – Organization – Pubic/Environment • Openness • Exchange with environment; adapt to environment • Feedback • Negative – maintenance – regulatory • Positive – adaptation – change and growth • Role of Communication • “…all of the human processes that define an organization arise from communication” • Communication forms/impacts relationships, interactions of subsystems, feedback

  13. Products of System Theory • Weick’s Theory of Organizing • Equivocality Reduction • Fundamental Propositions • Little equivocality = Rely more on rules • More equivocality = more communication (interlocked behavior cycles) required • Equivocality impacts usefulness of rules • Evolutionary Metaphor • Humans as active, not passive • Retrospective Sense Making • Reflect on organizational experiences and actions; process meaning • Luhmann’s Social Systems Theory • Systems comprised of communication • Communication as episodes; can be stable or change • Decision contingencies

  14. Evolutionary Psychology • ‘Human behavior and culture influenced by innate psychological mechanisms’ (p. 119) • Use mechanisms to handle problems • Examples (p. 120) • Primitive emotional contagion • Reciprocal altruism • Preference for similarity • Sensitivity to prestige hierarchies

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