Transcript Work_21st_Chapter_14

Chapter 14
The Organization of Work Behavior
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Module 14.1: Conceptual & Theoretical
Foundations of Organizations
• Organization
• Group of people who have common goals &
who follow a set of operating procedures to
develop products & services
• Org. needs strategic planning
• Buying from & selling to the unorganized
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Sopranos as an “Organization”
• Organizations are a
way of life – in
virtually all sectors of
life.
Picture 14.2
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Organization as Integration
• Successful organizations are able to
integrate many different organizing
forces
– e.g., HR, finance, marketing, production
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Classic Organizational Theory
• Emphasized architecture of organization
rather than processes of operation
• Bureaucracy as the ideal form
• Methods of describing an organization:
– Division of labor
– Delegation of authority
– Span of control
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Classic Organizational Charts for
Large & Small Span of Control
Figure 14.1
Organization Charts for Large
and Small Span of Control
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Classic Organizational Theory (cont’d)
• Constrained in 2 ways
– Assumed there was one best configuration for
an organization
– Assumed that organizations affected behavior
of their members but not the other way around
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Human Relations Theory
• Added human element to study of
organizations
• McGregor’s Theory X & Theory Y
– Theory X: Managers believe subordinate
behavior has to be controlled
– Theory Y: Managers believe subordinates are
active & responsible
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Human Relations Theory (cont’d)
• Growth perspective of Argyris
– Suggested there is natural developmental
sequence in humans that can either be enhanced
or stunted by organization
– Proposed growth is a natural & healthy
experience for an individual
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Critical View of Behavior in Org.
built using Classic Org. Theory
Figure 14.2
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Contingency Theories
• Woodward described 3 org. types:
• Small batch organization
• Large batch & mass production organization
• Continuous process organization
– Span of control varies systematically by
type of organization
– Introduced concept of technology
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Contingency Theories (cont’d)
• Lawrence & Lorsch
– Mechanistic organizations
• Depend on formal rules & regulations
• Small span of control
– Organic organizations
• Less formal procedures
• Large span of control
– Identified the department as an important level
for understanding organizations
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Contingency Theories (cont’d)
• Tavistock Institute’s Sociotechnical
approach
– Uncovered # of dramatic changes in
social patterns of work that accompany
technological change
– Includes joint consideration of
technology & social patterns
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Sytsems View of an Organization
Figure 14.3
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Systems Theory
Figure 14.4
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Leadership and Systems Theory
Figure 14.5
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Systems Model of
the HRM Process
Figure 14.6
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Figure 14.7 (Pugh, 1999)
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Recent Approaches
• Resource theory: Pfeffer
– Organization must be viewed in context
of connections to other organizations
– Key to organizational survival is ability
to acquire & maintain resources
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Recent Approaches (cont’d)
• Ecological/Evolutionary approach
– Adopts biological model concentrating on
why some organizations thrive & diversify
while others atrophy & disappear
– 2 basic mechanisms
• Random variation
• Natural selection
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Ecological/Evolutionary
Approach (cont’d)
• Argues that organizations change slowly,
but environments change rapidly
• Has little regard for power of individual to
affect change
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Conclusions About Theories of
Organization
• Motivation metaphors can be applied to
organizational theories
• Discrepancy b/w many org. theories &
current organizational interventions
– Six Sigma, TQM, MBO, & lean production
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Module 14.2: Some Social
Dynamics of Organizations
• Climate & culture
– Brief history of climate
• Lewin’s autocratic vs. democratic climate
• Recent suggestion that multiple climates
exist within any organization
– Service climate
– Safety climate
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Decomposition of Climate Factors
Figure 14.8
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Brief history of culture
• Term culture introduced to address
issues of value & meaning of actions in
org’s not encompassed in climate
• Measuring culture in organizations
• Organizational Culture Inventory (OCI)
• Effects of culture “clash”
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Climate & Culture (cont’d)
• Integration of concepts
– Climate is about context in which actions occur
• Created at lower levels of organization
– Culture is about meaning intended by &
inferred from those actions
• Created & communicated from higher levels of
organization
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Climate & Culture Strength
• Extent to which members share a
perception or a value/belief pattern
• Implications of lack of consensus
among organization members
regarding presence of climate
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Organizational Climate & Culture
From the Multicultural Perspective
• When cultures clash
– Models under which multinational corporations
operate
Ethnocentrism
Polycentrism
Regiocentrism
Geocentrism
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– Important for multinational corporations to
acknowledge existence of different cultures
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Socialization & Concept of
Person-Organization (P-O) Fit
• Organizational socialization
– Process by which new employee becomes
aware of values & organizational
procedures
– Recruitment as socialization
• Compelling research findings
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Organizational Socialization (cont’d)
• Socialization & P-O fit models
– Extent to which skills, abilities, & interests of
individual are compatible with job demands (personjob fit)
– Broadened to include fit between person &
organization (P-O fit)
– Work adjustment model
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Three Stages of Socialization
Figure 14.9
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Mentoring: A 4-Stage Process
Figure 14.10
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Prediction of Work Adjustment
(Dawis & Lofquist, 1984)
Figure 14.11
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Schneider’s attraction-selectionattrition (ASA) model
– Organizations attempt to attract and
select particular types of people
– Attrition occurs through direct or indirect
actions
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ASA Model: Simplified Version
Figure 14.12
Simplified Version of
the ASA Model
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Module 14.3: Organizational
Development & Change
• Organizational change
– Lewin’s 3-stage process
1. Unfreezing: Become aware of values & beliefs
2. Changing: Adopt new values, beliefs, & attitudes
3. Refreezing: Stabilization of new attitudes &
values
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Episodic Change
• Infrequent, discontinuous, & intentional
• Embraced because it is focused, time
urgent, & minimizes feelings of uncertainty
• Often self-propagating
• Can be stressful & disruptive for employees
• Most commonly managed
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Continuous Change
• Ongoing, evolving, & cumulative
• More likely to be improvised rather than
intentional
• Lewin’s model needs to be reworked in this
environment
Freeze
Rebalance
Unfreeze
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Resistance to Change
• Barriers to change include:
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Economic fear
Fear of unknown
Fear of altered social relationships
Structural inertia
Work group inertia
Threats to power balance
Prior unsuccessful change efforts
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Large-Scale Organizational
Change Initiatives
• Management by objectives (MBO)
– Concept to define & measure employee performance
– Precursor to team-based quality improvement programs
• Matrix organizations
– Individuals have dual reporting relationships:
• Reporting to project manager
• Reporting to home department manager
– Efforts of leaders/managers must be integrated
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Example of a Matrix Organization
Figure 14.13
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Large-Scale Organizational
Change Initiatives (cont’d)
• Total quality management (TQM)
– Emphasizes team-based behavior directed toward
improving quality & meeting customer demands
• Six Sigma systems
– Provide training in statistical analysis, project
management, & problem-solving methods to
reduce defect rate of products
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Large-Scale Organizational
Change Initiatives (cont’d)
• Lean production manufacturing
– Focuses on reducing waste in every form
– Just-in-time (JIT) production
• Detailed tracking of materials & production
• Draws both suppliers & customers into
organizational circle
– Often requires radical redesign of HRM
systems to be successful
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Emerging Commonalities Among
Organizational Interventions
1. They are strategic
2. They are team centered
3. They are statistical
4. They are participatory
5. They are quality-focused
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Organizational Development (OD)
• Action oriented rather than research oriented
• 3 different settings for use of OD:
– Episodic change
• Unfreezing
Change
Refreezing
– Continuous change
• Freezing
Rebalancing
Unfreezing
– Evolving from episodic to continuous change
• Unfreezing
Change
Rebalance
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Examples of OD techniques
– Survey feedback
– Team building
– Process consultation
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