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The Organization of Work Behavior
Chapter 14 The Organization of Work Behavior C. Borland/PhotoLink/Getty Images
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Module 14.1: Conceptual & Theoretical Foundations of Organizations
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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Woodward described 3 org. types:
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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Resource theory: Pfeffer
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 Important for multinational corporations to acknowledge existence of different cultures PhotoLink/Getty Images
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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 (person-job 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-selection-attrition (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: 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 John A. Rizzo/Getty Images
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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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