Policy area à Performance Reviews + Pay Plans à as equitable as possible
Structural Area à Steps taken to move away from à High degree of à Formulation +
Specialization
Physical condition à Removal of safety hazards + noise / lighting / temperature should be taken car of
Managerial losses à improvement of communication + clarification of ambiguous/ conflicting goals
More Generalized Strategies:
a) Supportive Organizational Climate:
Feature à Decentralized structures + Participative decision making + upward movement
Effect à More supportive + more control on their job + preventing / reducing job
Climate for employees job stress
b) Redesigning of task:
Redesigning task à Providing Motivation + Improve job characteristic
!
1. Task identify & significance
2. Variety of skills
3. Autonomy
4. Feed back
c) Conflicts in Organization Rule:
Management à Clarify Organization role + reduce conflicts
d) Career Paths & Counseling:
Planning & Development à by activating career counseling career path
Organizational Conflicts & Conflict Resolution:
Organization Conflicts:
Intro (Conflict)
Definition à Clash between individual & groups (Not quarrel / fight)
Cause à Opposing ideas + perception + goals + interest + values
Effects à Break down in decision making mechanism
Implies à Lack of understanding & agreement à among people
Organizational Conflicts:
Definition à Difference à ideologies + approaches à group + individuals working in same org
Nature & intensity à varies from group to group
Example à Conflict between à line & staff / production & sales / dept heads
Effect à Affects à efficiency + effectiveness
Create à tension / hostility / lack of teamwork & co-ordination
Positive conflicts à Necessary for good health of organization
Accelerate à rethinking & creativity
Identifying à weaknesses
Releasing tension
Providing challenge
Conflict à element of à (Interpersonal + inter group / relatives)
CAUSE OF COFLICTS:
1. Difference in goals
2. Difference in perception
3. Multiple roles
4. task interdependence
5. scarce resource conflict
6. other conflicts
Difference in Goals:
Difference in view: à regarding goal
Reason à 1. Division of work à narrows outlook + people interpret
& Departmentation goals in different
ways
Example à Production dept à reduce cost
Sales dept à increase profit margin for profit maximize
2. Difference in Perception:
Difference in views à Background / culture / education / training due to differences in
Lack / Adequacy of information à Affects perception
Definition à People looking at same issue à different ways
3. Multiple Rules:
Role Conflict à individual with more than 1 working capacity
Example à Position of supervision à has to lookafter interest of à workers &
management
Ambiguity in roles à conflict
4. Task interdependence Conflict:
Task of two groups interdependent à One group fails to meet the task
Demand of another group
Example of task interdependence à Production dept + Sales dept
5. Scarce Resource Conflict:
Cause à Every group wants à higher share of Org scarce resources
Competition à Among various groups / Dept
Competition à Rewards
6. Other Conflicts:
Due to personal à Dislikes, prejudices , ego & jealousies
Inconsistencies à Authority / responsibility / communication pattern
One group à trying to dominate à other group
Consequence of Conflict:
Conflict consequence à Positive (Advantages) / Negative (Disadvantages)
Advantages of Conflicts:
a) Change stimulants
Stimulate change in à system à not conductive to proper functioning of org
Problems à requiring changes
- Spot light
- Forces clarification à (nature + source) of problem
- Channels efforts à toward problem solving
Compels à individual + group à think again & again
b) Creativity & Innovation
during conflict à members display creativity à to identify various alternative
in a group
Conflict generates à thinking process à results in innovations in à Policies + procedure
c) Group cohesiveness:
group cohesiveness à Commitment to group goals + Degree of co-operation among
group members to work together
Inter-group à Group becomes + group unity is stressed + Group co-operate to
More cohesive meet conflict pressure
Effect: à Member show à greater loyalty
Group à more united
d) Release of Tension:
Opportunity à release tension à which otherwise remain suppressed
Speeds up à process of à Negotiating feelings w/o damaging org function
e) Test of Capabilities:
Opportunity à to learn + develop à by testing capabilities
Meeting challenge à satisfied + higher motivated successfully
2. Disadvantages:
a. Disequilibrium:
Individual contributions à Decrease because à energies are wasted in
conflicting behaviour
Org à Can’t exist in à try to increase contribution / getting rid of low
disequilibrium for long contributing individual
b. Tension & stress:
Conflict à creates à Affects peoples à (mental + physical) health
Stress + tension
Intensive conflict à feeling of à Anxiety / frustration / hostility
Co-ordination + co-operation à between individual & groups à becomes
difficult
- Reason à Destruct + suspicion
c) Diversion of Energy:
Effort diverted à toward destructive activities
People focus à more on personal goals than organization goals
More time spent à designing tactics à to win conflicts
d) Rigidity
Clearly defined à Authority + Responsibility + Relationship
A m o n g t h e m s e l v e s
Organizational structure à because rigid
Groups becomes à task oriented
Leadership à more directive
e) Distorted Communication:
Perception gets distorted à each group develop negative perception toward
each other
Avoiding interaction (by members) à when in conflict
Managing Conflicts:
Two dimensional project
Managing conflict
Resolution of Dysfunctional conflict Encouraging constructive conflict
Strategy Strategy
Integration of individual & org goals Healthy competition in group
- through MBO & Job enactment & interpersonal relations
group bases incentives for higher performance Meaningful & major changes
employee participation at all levels in structure / behavioural patterns
of management
Period transfer employee from work discouraging compatibility &
Units & creating new work groups compromise on goals / roles / models
Interpersonal & group relation attacking à Mediocrity / low level
Training programmes skills / poor behaviour
Improving info & communication setting high performance targets
System during conflict & demanding their achievement
Less functional à between conflict Promoting creativity + innovations
Interdependence prone work group
Effective use of authority / power
By managers over activities &
Job behaviour of employees
Employment of co-ordination
Arbitrators, outside consultants
Use of political / process
ORGANIZATIONAL DEVELOPMENT
Definition:
Planned à effort
To improve = org effectiveness --- Org. capability
Through designed process - for problems solving
- for self renewal
Main Objectives:
Increase Level à trust
New ways à learning + coping
Create an environment where
Authority of assigned role à authority of knowledge
Increase level à responsibility
Increase level à communication
Solution for à problems
Increase level à satisfaction
Improve à climate of org
Influence:
1) à act of affecting
attitudes behaviour
2) à individual or group by individual or group
involves
regulating motivating
behavior people
e.g. If Y commands X then Y has influence over X among à
man g à an influence process of getting things tone
Means of Influence:
Emulation Some people à imitate & adopt
Role models + superiors à behaviour + attitude
It is indirect mean
Suggestion : Idea presentation
Adopting line of action
It is direct mean:
Persuasion: Involves à influence and influence one explain other to do or not to do
something
It is direct interaction:
Coercion: direct / indirect
(threat) compulsion à effect beahviour
It is forced and hard mean:
Techniques:
Structured focused
Programme
Includes improve
Job enlargement: org effect
Task are added task
Greater variety relationships
Of tasks components
Job enrichment:
Managerial response are added:
Challenging job:
Matrix Org:
Provides flexible struct
Inflow + outflow of impr
In dynamic org
Manage by objective
Integrating
Org goal + personal goal
Behaviour Modification:
Reward more effective
Needs of employer considered
Survey feedback:
Collection and analysis
Data à which improve and process of
(also diff components of organization)
à flexitime:
employees
decide working hrs
certain limit is set
à linking Pin Organization
Mission Goals & Objective:
1. Mission (Purpose)
basic function in society, in terms of the product & services it produces for its clients.
Mission
Not written written
Mission statement
Mission
Strategy Adopt where we see future
Mission Statement:
à Document
à No Format
Includes:
- Fro whom organization exists
- Nature of business
- Ways of competing
- Principles of business
Purpose:
Focus of strategy Create corporate culture
Guide for decision making
Mission Statement
Communicate the purpose
Of business to outsiders
2. Goals & objectives:
A) Organization exists à collective goals
B) Management ensures that:
Strong desires do not opposed to organizatin’s goals.
Definition Goal:
The intentions behind decisions or actions, the states of mind that drive individual or collectives of individuals called. Organizations to do what they do.
Goal
Operational Goals Non-Operational Goals
- Objectives - Not objective
- Aims - Open objective
S pecific
M easurable
A ttainable
R esult oriented
T ime-bounded
Criteria for making goals:
Features:
Vertically consistent
Goal congruence (horizontal consistency)
Consistency with time span
Objectives
Identification of benefactions
Ideological goals
System goals Format goals
Goals
Scared personal goals
3. Commercial Goals & Objectives:
Difference
Objective Mission
1. Formal & Written cultural
2. Time limit x
3. Quantitative measure x
Goal Structure:
Mission
Corporate à set
Operational Implementation
Individual
Goal
Corporate Individual
- Concerned with the firm Specific to individual units
commercial public
Objectives of Making Goals:
Resource
Market
Employee development
Innovations
Productivity
Objective
Primary Corporate Secondary Strategic
Objective
Long term short term
Conflict:
Ways to deal with conflict
a à Bargaining
b à Satisficing (equality)
c à Sequential attention
d à Priority setting
4. Stake Holder’s Goals & Objectives
social responsibilities General & environmental influences
Evolution of Strategies
Economic objective influence of stake holders
General Environmental Influences:
a. External influences.
b. Influence of the nature of business.
c. Influence of organization’s culture.
Stakeholder à People who have interest in organization
Social Responsibility:
(By – Ansoff)
Objective
Primary Secondary
(Economic) (Social or non-economic)
which
Modify Management
Behaviour
Due to interaction
Of stakeholder individual
objective
Stakeholders’ Objective:
a) For employees:
- minimum wage level
- job security
- good working condition
- job satisfaction
- medical
- pension
- training
b) Customers:
- quality product & reasonable price
- meeting customer needs
c) Suppliers:
- regular order’s
d) Shareholders:
- Appropriate return
5 Subverting Mission
(by Mintzberg)
An act to have such goals which make the mission appear secondary.
These goals are system goals.
System Goals
Survival Control
Growth Efficiency
They are interrelated
Difficult to subvert mission when:
1. Powerful persons or groups
2. Professional organization (hospital)
3. Strong Ideology (missionaries)
Mission Negated by:
Conglomerate Diversification:
6. Management by Objectives:
Approach for setting objectives, targets & plans.
It provide co-ordination between
- Short-term & long term plans
- Junior & senior management plans.
- Efforts of different department.
Successful Achievement of Goals:
- Focus of Managers
- Managers target
- Managers Contribution
- Managers performance
- Boss know how
Hierarchy of Objectives:
Strategic Plans
Tactical plans
Improvement Management
Performance
Unit / Departmental Plans
Individual Plans
UNIT OBJECTIVES:
Departments
Primary Targets Senior Manager Department
Approved
Secondary Target
Key Results:
1)
Unit Improvement Plan
Job Improvement Plan
Key Results & Performance
Key Result Analysis
2) Performance Standards
Quantitative Qualitative
Advantages of MBO:
- Better management
- Converting strategic plans to management action plan
- Co-ordination
- Commitment
- Communication
- Change is possible (Adaptability)
Disadvantages of MBO:
- Not as effective as strategic Plans
- Long term targets à No
- Inflexibility
- Time consuming
- Overstress
7. Achieving Work Objectives:
M B O
Performance management System
Procedures:
Chronological sequence of required actions for performing a certain task.
- Efficiency
- Discretion à (who has to do what – defined)
- Familiarity
- Standardization
- Continuity
- Inter-operational friction
Standardization:
Means of co-ordination
7. Prioritizing and Work Planning:
Working Planning:
Work methods & practices
Objectives
Work Planning a Base For:
1. Scheduling & allocating of routine tasks.
2. Handling high priority tasks & deadlines.
3. Adapting changes.
4. standards for Working
5. co-ordination.
Steps:
1. Establishing priorities.
2. Scheduling & timetabling tasks
3. establishing check & control
4. contingency pan for
unscheduled events.
Priorities:
Work is done on he basis of priorities at each level.
Directing Resources:
Resources are managed as:
1) Assesing winere it is usefully spent
2) Scheduling
3) Timetabling the job
4) Resourcing right time
ABC Analysis
Pareto Analysis:
Item
A: C:
very important Marginally important
B:
Fairly important
Timescale of Work Planning:
Time Scale
Long Term Short Term
Medium
Term
Year
Month
Week
Day
Deadlines:
Endo the longest span of time allotted to a task
Critical Path Analysis
Planning Technique on the Pyramid of Deadlines
Wednesday, September 30, 2009
CHAPTER – 20 – “INDIVIDUAL BEHAVIOUR”
INDIVIDUALS
Personality
Personality:- Personality is the total pattern of characteristics ways of thinking, feeling and behaviour that constitute the individual’s distractive method of relating to the environment.
Describing Personality:-
- Personality Traits:- are enduring qualities of an individual personality which course a tendency to behave in particular ways which are relating stable/
- Personality Types:- are distinct clusters of personality characteristics, which reflect the physiological preferences of the individual.
Mayers Brings Type Inventory
- Shared language
- Understand differences
- Appreciate diversity
Managing Personality
Personality can be managed in the following 3 ways.
(1) with the task
(2) with the systems and management culture of the organization
(3) with other personalities in the team.
- Managing Incompatibilities:-
(1) Restore compatibility
(2) Advance a computers
(a) Understand the nature at difference
(b) Modify behaviour
(3) Frame the incompatible personality (lost resort)
PERCEPTION
Perception: Perception is the psychological process by which stimuli on incoming sensory data are selected and organized is to pattern which are meaningful to the individual.
Processes of perception
Perception may be determined by any or all of the following:-
(1) The context:- Prepare see what they want to see
(2) The nature of the stimuli:- Attention tends to be drawn towards large, bright, loud, contrasting, unfamiliar, morning and repeated (not repetitive) stimuli
(3) Internal factors:- Attention is drawn towards things that interest us
(4) For or trauma:- People avoid seeing things they don’t wont to see.
Managing Perception:-
- Are you misinterpretation the situation
- Are others misinterpreting the situation or see it in a different way
- Most common clashes
o Manager and staff
o Different work culture
o Different race, S & Religious beliefs
ATTITUDES
Attitudes:- An attitude is a mental state entering a directive or dynamic influence upon the individuals response to all objects and situations with which it is related.
Attitudes are formed by:
- perception
- experience
- personality
§ Attitudes are our general standpoint on things.
§ Attitudes are through to contain three basic components:-
1) Knowledge, beliefs or disbelief, perception
2) Feelings and desires
3) Volition, will or the intention to perform an action.
§ Behaviour in a work content will be inflexed by:-
(1) Attitudes to work: the individual standpoint on working
(2) Attitudes at work all sorts of attitudes which individuals may have about other people, routine education or religion and which they bring with them into the work place.
Attitudes affects performance:-
(1) Co-operation or conflict by individual and groups, or between departments.
(2) Co-operation with or resistance to management
(3) Success in communication
(4) Commitment to and contribution to the work
INTELLIGENCE
Intelligence includes attributes such as:-
1) Analytic intelligence – logical reasoning
2) Spatial intelligence – the ability to see patterns & connections
3) Practical intelligence – practical attitude
4) Intra-personal intelligence – control, self expression etc
5) Inter-personal intelligence – understanding the ______ needs & others
§ Emotional intelligence
People behave in the way other expect them to behave
§ A role may be seen as a part you play
· A role data is a group of people who respond to you in a given role
· Roll malignity may occur when you don’t know what roll are you operating in a given time.
· Role incompatibility or role conflict occur when you are expected to operate in to conflicting roles at area.
· Role signs indicates what you are in at a given moment (dress code).
· Role Models are the individuals you aspire to be like
GROUPS
Groups:- A group is any collection of people who pertain themselves to be a group.
Group have the following in contrast to grounds:-
1) A sense of identity
2) Loyalty to the group
3) Purpose and leadership
Why form groups?
(a) A preference for small groups, where closer relationship can develop.
(b) Need to belong an make noticeable contributions
(c) Familiarity - _____
(d) Common
(e) The attractiveness of a particular group activity
(f) Resources offers to groups
(g) Power greater than the individuals could muster above.
(h) Formal directives
Formal and informed groups:-
Informal groups (Group):- It includes work place cheques, etc. They have a constantly fluctuating membership and structure.
Formal group (Teams):- They are intentionally organized by the organization, for a task which they are held responsible.
Individual and group contribution:-
People contribute different skills in groups than a individuals because:-
(a) Human Behaviour is different in groups
(b) Synergy
(c) Group dynamics and synergy may be-via
Formal group
Informal group
1) Organized
Unorganized
2) Task assigned
No task assigned
3) Held responsible
Not held responsible
4) Team
Group
5) Intestinally formed
Un-intestinally formed
TEAMS
Team:- A team is a small number of people with complementary skills who are committed to a common purpose, performance goods and approach for which they held themselves basically accountable.
Strengths of team working:-
- Organizing work:- - Assortment of skills
- Teams are a coordinating mechanism
- Control:- - Fear of lathing down team
- Team loyalty
- Generating Ideas:- - Team can generate ideas
- Decision Making:- - Decisive are evaluated from more
- Than one virus point
- Polling knowledge:- - More points
Limitations of Team working:-
1) Not suitable fro all jobs
2) It should be introduced for letter performance not to make people feel secure.
3) It can delay decision making
4) Social relationships night be mentioned at the expense of performance.
5) Group norms may restrict individual person ability and flair
6) Group think _____ consensuses & coheirs may lead to bad decisions
7) Personality dashes may get in the way of effective performance.
TYPES OF TEAMS:-
Multi-disciplinary teams:-
They bring together individuals with different skills and specialisms.
- Increase worker awareness of their overall objectives & targets.
- Aid coordination between different areas of the business.
- Helps to generate __________ problems.
Multi-skilled teams:-
It brings together a number of individuals who can perform any of the group tasks.
Master effect trades
- Virtual team
Tasks total teams [Peters and western on (In search of Excellence)]
To be successful the task force project team should have the following:-
1) Should be _______
2) Should be limited duration
3) Should be voluntary
4) Should be have informed structure (min documentation)
5) Should be action oriented
TEAM MEMBER POLICES
Who should belong in the team?
a) Specialist skills
b) Power in the order organization
c) Access to resources
d) The personalities of individuals
Team rules (Belecirn):-
- Ideally team member should perform a balanced mix of roles.
Bold insisted on distinction between:-
a) Team role – behaviour towards other at work
b) Functional role – the join demands
Nine team roles (Beltcirn)
1) Plant – brings in ideas
2) Resource investigator – exporters opportunities – knowledge
3) Coordinator verifies goods
4) Shipper – shapes up
5) Monitor / Evaluator – critiqued
6) Team worker – friend of sale, mediator, diplomatic
7) Implement – twins ideas into practical actions
8) Completer – searches out errors and omissions
9) Specialist – provides knowledge in one areas.
A balanced team
- Team members can more than one role
- Individuals are likely to be more successful in some team roles than others
- Individuals will be naturally included towards some roles more than others.
Types of contributions (Rockton and Morgan):
1) Proposing – putting forward suggestions
2) Supporting – supporting other persons proposal
3) Seeking information – a serving for more facts
4) Giving information – offering facts
5) Blocking putting a stocky
6) Shutting out behaviour – Interrupting or overriding others
7) Bringing in behaviour – Involving another member
8) Testing understanding - checking whether points have been understood
9) Summarizing – summing up
Stages of group development
Step – 1 Forming
- The team is just coming together
- Impressing other team members
- Finding out about aims and nor of the clean
Step – 2 Storming
- Open conflict between team members
- May be fruitful
- May increase mutual trust
Step – 3 Norming
- Period of setting down
- Agreement of sharing work
Step – 4 Performing
- Execute the task
Later writers added two stages to Tuchman model
(a) Dormancy:-
After the group has been performing well for some time it may become complacent.
(b) Measuring / Adjourning
- Brash up group
BUILDING A TEAM
There are three issues involved in team building:-
1) From Identity:- Get people to see themselves as part of the group.
- Name
- Badge or uniform
- Expressing teams self image – develop jurors
- Building team mythology – stores from rest
- A separate space.
2) Team solidarity:- Cohesion & loyalty inside the team.
- Expressing solidarity
- Encouraging interpersonal relationships
- Dealing with conflict
- Controlling cooperation inside group
- Encouraging competition with other groups
3) Shared objectives:-
- commitment to teams shared objective
- clearly setting out objectives of team
- allow the team be participial in with of objectives
- giving the team involved in providing performance feedback
- offering positive reinforcement for co-operative working
Team Building Blocks’ (Woodiest):
See table on page 399 (6.4)
Successful teams:-
Teams can be valuated on quantifiable & qualitative factors.
Criteria for team effectiveness:
(a) Task performance – completion of task
(b) Team functioning – constructive maintenance of team working
(c) Team member satisfaction – fulfillment of individual development & relationship needs
See table of page 402 (6.11)
Rewarding effective teams:
For team reword to be effective, team must have certain characteristics:-
(a) District rules, targets & performance measures
(b) Significant autonomy and this influence over performance
(c) Maturity & stability
(d) Co-operation
(e) Independence of team members
Reward schemes which focus on team performance include.
- Profit sharing schemes
- Gain sharing schemes
- Employees share option schemes
Pay & Job satisfaction:-
Pay can be a motivator in certain circumstances
However these depend on the valued individuals ascribe to pay, the way in which in schemes are implemented.
See page 405 – 407
- There is no proven link between job satisfaction and performance, but participation can sometimes schemes both
See page 407.
INDIVIDUALS
Personality
Personality:- Personality is the total pattern of characteristics ways of thinking, feeling and behaviour that constitute the individual’s distractive method of relating to the environment.
Describing Personality:-
- Personality Traits:- are enduring qualities of an individual personality which course a tendency to behave in particular ways which are relating stable/
- Personality Types:- are distinct clusters of personality characteristics, which reflect the physiological preferences of the individual.
Mayers Brings Type Inventory
- Shared language
- Understand differences
- Appreciate diversity
Managing Personality
Personality can be managed in the following 3 ways.
(1) with the task
(2) with the systems and management culture of the organization
(3) with other personalities in the team.
- Managing Incompatibilities:-
(1) Restore compatibility
(2) Advance a computers
(a) Understand the nature at difference
(b) Modify behaviour
(3) Frame the incompatible personality (lost resort)
PERCEPTION
Perception: Perception is the psychological process by which stimuli on incoming sensory data are selected and organized is to pattern which are meaningful to the individual.
Processes of perception
Perception may be determined by any or all of the following:-
(1) The context:- Prepare see what they want to see
(2) The nature of the stimuli:- Attention tends to be drawn towards large, bright, loud, contrasting, unfamiliar, morning and repeated (not repetitive) stimuli
(3) Internal factors:- Attention is drawn towards things that interest us
(4) For or trauma:- People avoid seeing things they don’t wont to see.
Managing Perception:-
- Are you misinterpretation the situation
- Are others misinterpreting the situation or see it in a different way
- Most common clashes
o Manager and staff
o Different work culture
o Different race, S & Religious beliefs
ATTITUDES
Attitudes:- An attitude is a mental state entering a directive or dynamic influence upon the individuals response to all objects and situations with which it is related.
Attitudes are formed by:
- perception
- experience
- personality
§ Attitudes are our general standpoint on things.
§ Attitudes are through to contain three basic components:-
1) Knowledge, beliefs or disbelief, perception
2) Feelings and desires
3) Volition, will or the intention to perform an action.
§ Behaviour in a work content will be inflexed by:-
(1) Attitudes to work: the individual standpoint on working
(2) Attitudes at work all sorts of attitudes which individuals may have about other people, routine education or religion and which they bring with them into the work place.
Attitudes affects performance:-
(1) Co-operation or conflict by individual and groups, or between departments.
(2) Co-operation with or resistance to management
(3) Success in communication
(4) Commitment to and contribution to the work
INTELLIGENCE
Intelligence includes attributes such as:-
1) Analytic intelligence – logical reasoning
2) Spatial intelligence – the ability to see patterns & connections
3) Practical intelligence – practical attitude
4) Intra-personal intelligence – control, self expression etc
5) Inter-personal intelligence – understanding the ______ needs & others
§ Emotional intelligence
People behave in the way other expect them to behave
§ A role may be seen as a part you play
· A role data is a group of people who respond to you in a given role
· Roll malignity may occur when you don’t know what roll are you operating in a given time.
· Role incompatibility or role conflict occur when you are expected to operate in to conflicting roles at area.
· Role signs indicates what you are in at a given moment (dress code).
· Role Models are the individuals you aspire to be like
GROUPS
Groups:- A group is any collection of people who pertain themselves to be a group.
Group have the following in contrast to grounds:-
1) A sense of identity
2) Loyalty to the group
3) Purpose and leadership
Why form groups?
(a) A preference for small groups, where closer relationship can develop.
(b) Need to belong an make noticeable contributions
(c) Familiarity - _____
(d) Common
(e) The attractiveness of a particular group activity
(f) Resources offers to groups
(g) Power greater than the individuals could muster above.
(h) Formal directives
Formal and informed groups:-
Informal groups (Group):- It includes work place cheques, etc. They have a constantly fluctuating membership and structure.
Formal group (Teams):- They are intentionally organized by the organization, for a task which they are held responsible.
Individual and group contribution:-
People contribute different skills in groups than a individuals because:-
(a) Human Behaviour is different in groups
(b) Synergy
(c) Group dynamics and synergy may be-via
Formal group
Informal group
1) Organized
Unorganized
2) Task assigned
No task assigned
3) Held responsible
Not held responsible
4) Team
Group
5) Intestinally formed
Un-intestinally formed
TEAMS
Team:- A team is a small number of people with complementary skills who are committed to a common purpose, performance goods and approach for which they held themselves basically accountable.
Strengths of team working:-
- Organizing work:- - Assortment of skills
- Teams are a coordinating mechanism
- Control:- - Fear of lathing down team
- Team loyalty
- Generating Ideas:- - Team can generate ideas
- Decision Making:- - Decisive are evaluated from more
- Than one virus point
- Polling knowledge:- - More points
Limitations of Team working:-
1) Not suitable fro all jobs
2) It should be introduced for letter performance not to make people feel secure.
3) It can delay decision making
4) Social relationships night be mentioned at the expense of performance.
5) Group norms may restrict individual person ability and flair
6) Group think _____ consensuses & coheirs may lead to bad decisions
7) Personality dashes may get in the way of effective performance.
TYPES OF TEAMS:-
Multi-disciplinary teams:-
They bring together individuals with different skills and specialisms.
- Increase worker awareness of their overall objectives & targets.
- Aid coordination between different areas of the business.
- Helps to generate __________ problems.
Multi-skilled teams:-
It brings together a number of individuals who can perform any of the group tasks.
Master effect trades
- Virtual team
Tasks total teams [Peters and western on (In search of Excellence)]
To be successful the task force project team should have the following:-
1) Should be _______
2) Should be limited duration
3) Should be voluntary
4) Should be have informed structure (min documentation)
5) Should be action oriented
TEAM MEMBER POLICES
Who should belong in the team?
a) Specialist skills
b) Power in the order organization
c) Access to resources
d) The personalities of individuals
Team rules (Belecirn):-
- Ideally team member should perform a balanced mix of roles.
Bold insisted on distinction between:-
a) Team role – behaviour towards other at work
b) Functional role – the join demands
Nine team roles (Beltcirn)
1) Plant – brings in ideas
2) Resource investigator – exporters opportunities – knowledge
3) Coordinator verifies goods
4) Shipper – shapes up
5) Monitor / Evaluator – critiqued
6) Team worker – friend of sale, mediator, diplomatic
7) Implement – twins ideas into practical actions
8) Completer – searches out errors and omissions
9) Specialist – provides knowledge in one areas.
A balanced team
- Team members can more than one role
- Individuals are likely to be more successful in some team roles than others
- Individuals will be naturally included towards some roles more than others.
Types of contributions (Rockton and Morgan):
1) Proposing – putting forward suggestions
2) Supporting – supporting other persons proposal
3) Seeking information – a serving for more facts
4) Giving information – offering facts
5) Blocking putting a stocky
6) Shutting out behaviour – Interrupting or overriding others
7) Bringing in behaviour – Involving another member
8) Testing understanding - checking whether points have been understood
9) Summarizing – summing up
Stages of group development
Step – 1 Forming
- The team is just coming together
- Impressing other team members
- Finding out about aims and nor of the clean
Step – 2 Storming
- Open conflict between team members
- May be fruitful
- May increase mutual trust
Step – 3 Norming
- Period of setting down
- Agreement of sharing work
Step – 4 Performing
- Execute the task
Later writers added two stages to Tuchman model
(a) Dormancy:-
After the group has been performing well for some time it may become complacent.
(b) Measuring / Adjourning
- Brash up group
BUILDING A TEAM
There are three issues involved in team building:-
1) From Identity:- Get people to see themselves as part of the group.
- Name
- Badge or uniform
- Expressing teams self image – develop jurors
- Building team mythology – stores from rest
- A separate space.
2) Team solidarity:- Cohesion & loyalty inside the team.
- Expressing solidarity
- Encouraging interpersonal relationships
- Dealing with conflict
- Controlling cooperation inside group
- Encouraging competition with other groups
3) Shared objectives:-
- commitment to teams shared objective
- clearly setting out objectives of team
- allow the team be participial in with of objectives
- giving the team involved in providing performance feedback
- offering positive reinforcement for co-operative working
Team Building Blocks’ (Woodiest):
See table on page 399 (6.4)
Successful teams:-
Teams can be valuated on quantifiable & qualitative factors.
Criteria for team effectiveness:
(a) Task performance – completion of task
(b) Team functioning – constructive maintenance of team working
(c) Team member satisfaction – fulfillment of individual development & relationship needs
See table of page 402 (6.11)
Rewarding effective teams:
For team reword to be effective, team must have certain characteristics:-
(a) District rules, targets & performance measures
(b) Significant autonomy and this influence over performance
(c) Maturity & stability
(d) Co-operation
(e) Independence of team members
Reward schemes which focus on team performance include.
- Profit sharing schemes
- Gain sharing schemes
- Employees share option schemes
Pay & Job satisfaction:-
Pay can be a motivator in certain circumstances
However these depend on the valued individuals ascribe to pay, the way in which in schemes are implemented.
See page 405 – 407
- There is no proven link between job satisfaction and performance, but participation can sometimes schemes both
See page 407.
CHAPTER – 19 – “ORGANIZATIONAL CULTURE”
¨ CULTURE:-
Collective programming > mind
↓
for distinguishing
↓
one person from other
Culture
↓ ↓
way of way of
behaving understanding
↑ ↑
↓
group of people
National Culture -----> basis of ------> organization culture it any product is not accepted in Pakistani Culture then any of the organization in Pakistan cannot introduce such product.
Elements of Culture”
Hidden assumptions
Values & belief
Behaviour
Foundational ideas
Meaning & significance
Norms concrete expression
That programes ways of thinking & behaving
To behaviour of organization
Patient of collective behaviour
Army :-
Assumption:-
Disciplined
Values + belief:-
Formality + Rule s+ regulation
Behaviour:-
Norms: rule;
Artifacts: uniform, badges, medal
Rituals: parade, ceremonies
INFLUENCES ON ORGANIZATION CULTURE:
(a) Organization’s founder
Set rules followed
↓
By organization
E.g. the founder of ford’s motors --->
Henery Ford was a quality conscious person: still now the organization work effectively and efficiently.
(b) Organization’s history ----------->
Reflection of foundation
Symbolic behaviour & actuals + stories
e.g. organization founded in depression era are different from organization in technological era ----> very aggressive.
(c) Leadership and Management style
Organization ------> strong management --------> develop quickly
E.g. in 1993-96 the leader of Samsung adopted neco tech. and therefore today Samsung is 1st to introduce 10 mega bixle camera ------> very innovative.
(d) Organization’s environment
Distinctive culture affect organization style
IMPORTANCE OF CULTURE
Culture
Motivate employees
Drive change
Emphasizing task
Preserving values
Excellent Companies
Innovative
Adaptive to change
Motivate employees
Don’t given rules rather give them culture for decision making
Treat them as heroes
Their people are to values of organization
CULTURE AN STRUCTURE: 4 CULTURAL TYPE:-
↓
↓
↓
↓
(Zues)
(Appollo)
(Athena)
(Dionysus)
Power Culture
Role Culture
Task Culture
Person Culture
↓
↓
↓
↓
- key owner/powder
- direct/informal power
- suited for small org.
- from structure
↓
- no dominant leader
- results judged
- to service individual interest
↓
adaptive to changes
↓
Job based
- individual reqd to:
- expensive
- concern’s
- depends on individuals talent
For like-minded people
↓
Completion of task
↓
Complete job with in limits
Suited for small org. bcoz.
- personal influence
↓
↓ses with ↑se in org’s size
THE IMPACT OF NATIONAL CULTURE:
National Culture inflexed organization culture in following ways.
(a) Power Distance ----->extent ↓
Acceptance of unequal dist of power ↓
High: where
Low: where
- greater centralization
- less centralization
- ________ command
- flather org.
- closer supervision
- participates in decimal
e.g. Distance of senior and junior posts.
(b) Uncertainty avoidance -------> extent
Security & older one preferred
High: where
Low: where
- respect of control
- respect flexibility & creativity
- written rules are used
- less task oriented
- conscious on tasks and deviation is toleration
- greater variability
e.g. In Pakistan there is low uncertainty avoidance rather welcome uncertainties.
(c) Individualism -----> extent
Working individually preferred
(I, identity) High
Low (we, identity)
- automating + individual choice
- interdependence
- task achievement
- social acceptability
- nor relationships
- relation --> imp. Then task
- deferred biz interest
- deferred employee’s interest
(d) Masculinity ----------------------> extent
↓
Social roles are distinct
High
Low
- differentate gender role
- minimize gender role
- Masculine values are dominant
- famine values deviation
- feminize values are not much considered in Pakistan misc. is high
- both behaviour accordingly in US mase is law
THE INFORMAL ORGANIZATION:
Definition:-
Organization
Informal attitude
→ exists
Side by side → formal one
Consist of → - social relationship
- communication network
- behavioral norms
- power influence structure
Introduce:
→ social groups
Within and outside structure
→ informal communication
Make it easy to common
→ behavioral norms
Social & work related things and there ways of doing them help to complete formal procedure
→ Power & influence
They don’t have authority
↓
But three power these leaders are trusted and booked to for advice.
Benefits of informal organization
For manager
(a) Employment commitment:
Meeting of social needs contribute moral and
Job satisfaction → with benefits
(b) Knowledge sharing:
Information three implementation network → improves-employees
Role in task in organization, cross –boundary co-operation, innovation.
(c) Speed:
Informal methods → more efficient → enabling decision
(d) Responsibilities:
The directness + flexibility → helpful in condition of rapid environmental changes.
(e) Co-operations
Strengthening of interpersonal networks → facilitate
Teamwork → across organization boundaries
→ Co-operation makes things easier
Problems of informal organization
For manager
(a) Social groupings
→ These groups can collectively → act against the interest of organization
→ it they are related with the goals → there also they may deviate from task and waste time while maintaining groups
(b) Grapevine
→Informal communicating → morale – damaging
(c) Employees Needs
→ Individual can ______ actually when excluded from cheques and network
(d) Cut corners:
→ violating safety or quality assurance measures
Minimizing Problem:
→ employees are considered
→ their needs are net
→ previous of information
→ encouragement
→ support information
→ managers themselves are involved and help to clarify the rules.
¨ CULTURE:-
Collective programming > mind
↓
for distinguishing
↓
one person from other
Culture
↓ ↓
way of way of
behaving understanding
↑ ↑
↓
group of people
National Culture -----> basis of ------> organization culture it any product is not accepted in Pakistani Culture then any of the organization in Pakistan cannot introduce such product.
Elements of Culture”
Hidden assumptions
Values & belief
Behaviour
Foundational ideas
Meaning & significance
Norms concrete expression
That programes ways of thinking & behaving
To behaviour of organization
Patient of collective behaviour
Army :-
Assumption:-
Disciplined
Values + belief:-
Formality + Rule s+ regulation
Behaviour:-
Norms: rule;
Artifacts: uniform, badges, medal
Rituals: parade, ceremonies
INFLUENCES ON ORGANIZATION CULTURE:
(a) Organization’s founder
Set rules followed
↓
By organization
E.g. the founder of ford’s motors --->
Henery Ford was a quality conscious person: still now the organization work effectively and efficiently.
(b) Organization’s history ----------->
Reflection of foundation
Symbolic behaviour & actuals + stories
e.g. organization founded in depression era are different from organization in technological era ----> very aggressive.
(c) Leadership and Management style
Organization ------> strong management --------> develop quickly
E.g. in 1993-96 the leader of Samsung adopted neco tech. and therefore today Samsung is 1st to introduce 10 mega bixle camera ------> very innovative.
(d) Organization’s environment
Distinctive culture affect organization style
IMPORTANCE OF CULTURE
Culture
Motivate employees
Drive change
Emphasizing task
Preserving values
Excellent Companies
Innovative
Adaptive to change
Motivate employees
Don’t given rules rather give them culture for decision making
Treat them as heroes
Their people are to values of organization
CULTURE AN STRUCTURE: 4 CULTURAL TYPE:-
↓
↓
↓
↓
(Zues)
(Appollo)
(Athena)
(Dionysus)
Power Culture
Role Culture
Task Culture
Person Culture
↓
↓
↓
↓
- key owner/powder
- direct/informal power
- suited for small org.
- from structure
↓
- no dominant leader
- results judged
- to service individual interest
↓
adaptive to changes
↓
Job based
- individual reqd to:
- expensive
- concern’s
- depends on individuals talent
For like-minded people
↓
Completion of task
↓
Complete job with in limits
Suited for small org. bcoz.
- personal influence
↓
↓ses with ↑se in org’s size
THE IMPACT OF NATIONAL CULTURE:
National Culture inflexed organization culture in following ways.
(a) Power Distance ----->extent ↓
Acceptance of unequal dist of power ↓
High: where
Low: where
- greater centralization
- less centralization
- ________ command
- flather org.
- closer supervision
- participates in decimal
e.g. Distance of senior and junior posts.
(b) Uncertainty avoidance -------> extent
Security & older one preferred
High: where
Low: where
- respect of control
- respect flexibility & creativity
- written rules are used
- less task oriented
- conscious on tasks and deviation is toleration
- greater variability
e.g. In Pakistan there is low uncertainty avoidance rather welcome uncertainties.
(c) Individualism -----> extent
Working individually preferred
(I, identity) High
Low (we, identity)
- automating + individual choice
- interdependence
- task achievement
- social acceptability
- nor relationships
- relation --> imp. Then task
- deferred biz interest
- deferred employee’s interest
(d) Masculinity ----------------------> extent
↓
Social roles are distinct
High
Low
- differentate gender role
- minimize gender role
- Masculine values are dominant
- famine values deviation
- feminize values are not much considered in Pakistan misc. is high
- both behaviour accordingly in US mase is law
THE INFORMAL ORGANIZATION:
Definition:-
Organization
Informal attitude
→ exists
Side by side → formal one
Consist of → - social relationship
- communication network
- behavioral norms
- power influence structure
Introduce:
→ social groups
Within and outside structure
→ informal communication
Make it easy to common
→ behavioral norms
Social & work related things and there ways of doing them help to complete formal procedure
→ Power & influence
They don’t have authority
↓
But three power these leaders are trusted and booked to for advice.
Benefits of informal organization
For manager
(a) Employment commitment:
Meeting of social needs contribute moral and
Job satisfaction → with benefits
(b) Knowledge sharing:
Information three implementation network → improves-employees
Role in task in organization, cross –boundary co-operation, innovation.
(c) Speed:
Informal methods → more efficient → enabling decision
(d) Responsibilities:
The directness + flexibility → helpful in condition of rapid environmental changes.
(e) Co-operations
Strengthening of interpersonal networks → facilitate
Teamwork → across organization boundaries
→ Co-operation makes things easier
Problems of informal organization
For manager
(a) Social groupings
→ These groups can collectively → act against the interest of organization
→ it they are related with the goals → there also they may deviate from task and waste time while maintaining groups
(b) Grapevine
→Informal communicating → morale – damaging
(c) Employees Needs
→ Individual can ______ actually when excluded from cheques and network
(d) Cut corners:
→ violating safety or quality assurance measures
Minimizing Problem:
→ employees are considered
→ their needs are net
→ previous of information
→ encouragement
→ support information
→ managers themselves are involved and help to clarify the rules.
CHAPTER – 18 – ORGANIZATIONAL CHANGE
1. INTRODUCTION:-
→ change is
→ reaction for certain action
→ addition for effectiveness
Change triggers: Causes of changes
The change in org. occurs due to following features.
Change in Environment
Product/Services change
Technological cha
· Acts of competitors
· Customer’s demand
· New technology → introduce
· customers
· competitors action products
· changes in law
· New technology use
· New laws at work safety purposes
· Social attitudes
· Liking disliking
Management change
Structural change
· Lear-ship style
· Introducing new dept.
· Employees ways of doing work
· Expansion of org.
· Encouraged style of management
· Division of labour
· Centralization
· planning and deices making
Change can be due to → environment or → another change of org.
Distinction:
Change
Transformation
→ small and gradual scale
→ on a significant scale
→ eg extent change method change
→ eg structure change procedure change
→ customer’s demand change
→ system charge as: eg. Communication pattern processes.
NATURE OF CHANGE
Change can be of following types:
a) New technology has been implemented
- Computerized operations, Better management, __________ system.
b) Reorganization
- Merger – Division → department – Absorption (org. takeover)
c) Working conditions
- New office, - working flexibility, - health introduction
d) Personnel policies
- Rules & regulations
e) Philosophy of Management
- Relation of management + employees
- New leaders → new style of org.
This figure explains the 4 stages of maintaining effectiveness in long run.
1st
2nd
3rd
4th
The org. is established
There is a period of expansion, as the org. grows in size and scope.
A period of maturity ensures, when expansion slickness off.
The org. be gins to decline.
Learning →
Constantly → ses
Ability to control
↓
→ ses
Working with common
Change +expected +accepted
Senses
2. PROCESS OF CHANGING HUMAN BEHAVIOUR:
↓
↓
↓
Unfreeze →
Move →
Freeze
(existing beh.)
(attitude charge)
(new behaviour)
· Giving motive to change
· Identifying new ideas ↓
· Praising for new behaviour
· Can be force full change
Communicating ideas
· Punishing
· In case of survival
↓
↓
↓ Unfreeze is implemented
Encouraging for adoption of such ideas
If deviated
3. STRATEGIC CHANGE IN ORGANIZATIONS:-
Strategy → process of adopting
↓
Achieved → appropriate reaction to change
Module Strategic Change by Johnson and schdes
Nature of change
Incremental(series of small stops)
Transformational(major, significant change)
Pro-Active
Tuning
Planned(following a series of pee-planed stops)
Re-Active
Adaptation
Forced(change is likely to be painful & likely
Any org. can adopt any of the one out of these four conditions:
P = Political
→ Regulatory change
→ Policies change
→ Political vision change
E = Economical
→ Economy up listed
→ Economic shocks
S = Social
→ Social norms
→ May of living
→ Needs of individuals
T = Technological
→ New products can be introduce
→ Technology utilization
Step-by-step model for implementing change
Need analyses for change
↓
Planning for change → good ideas
↓
Analysing Reaction
↓
Final Decision for change
→ Coercive → mamagis
→ Participative → every one
↓
Time table for change
→ Can be coerced → faster → nodiscos
→ speed depends → people’s react
Communicate the plane
↓
Implementing the change
↓
Review the change → evaluation
4. CHANGE: OTHER APPROACHES AND THEORIES:-
Lnsoff’s theory:- He suggested 3 approaches Adaptive, Coercive and managed resistance
i) Adaptive change: Org’s environment charges slowly → with a change in environment / needs → in little stages.
ii) Crisis management:- When the changes affect badly, it results in crises / panic → should be managed. such can be managed to reduce panic by 3 option.
(a) Convince the others of the crisis and prepare preventive measures
(b) Accept that the crisis will happen anyway and to capitalize unit by acting as sari-ours
(c) Artificial crisis: reduces resistance and perhaps build up support for recovery.
5. Coercive Change Approach: (danda & Sakli approach)
→ no co-operation
→ is enforce without participation.
Problems:- - Under estimation of the forces of resistance
- Failure to apply favorable forces
- Management shift their attention clew her
- Failure to ensure implementation
- Approach is necessary in situation of crisis
6. Managed Resistance → resistance is managed
→ reasons for resistance are noticed
→ and addressed for correction.
OTHER APPROACHES:
Use a change Agent: by Buchnan:
Agent → an individual → with responsibility for driving + selling change
The role of agent include:
- Defining problem, suggesting solution, implementing skills, gaining support.
Skills a agent include.
- Communication skills, - Negotiating skills
- Awareness of org’s politics, - understanding relevant process
Integrative Segmental list: by Kanter
Integrative Find out the root crises behind your problem → and produce visionary solution for all problem.
Segmental Find out the problem → and solve them separately
Eg. To solve the problem of illiteracy various other problem as poverty, economy, social setup
Eg. Pakistan Steel Mills has management problems → can be solved individually find single reason for all problems → as weak management.
Theory E and Theory O: by Beer and Nobria
Theory E (based on Economic value)
Share holders value → measure of biz success.
Theory O (based on organizational capability)
Only eco value → hour org. in long run.
Chart Refer pg 349
5. Resistance to change:-
Initially individual does not accept the change due to uncertainties and distrust management
Charge affect individual
↓
↓
↓
Physiologically person’s life
Circumstancially persons
Physiologically 7 person’s insecurity
- ageing
Routine & learning
Disorientation
- maturation
↓
Eg. Charge in pattern of shift nothing may disturbing, waiting and Sleeping
Uncertainty
↓
Insecurity
By (Torrington & Wightman) types of change.
Imposition
Adoption
Growth
Creativity
Initiated by someone else↓
- charge in beh. due to any other charge
Response to opportunities↓
Individual controls the change process↓
(Resistance)
(uncertainty)
(Delight)
(excitement)
Resistance to change at work
↓
Sources of resistance to change
↓
↓
↓
↓
↓
Attitudes/beliefs becoz of your believes u can’t accept any charge
Loyalty/to groups norms* as you have to follow your group & be with them
Habit/past norms* respect for tradition and old ways eg resistance to new technology
Politics * weak the based of individual/group * strengthen rival’s position
Way of implementing change
Reaction to change:
How pep. React in case of change.
→ Accept the charge. Eg appreciating the charge
→ Indifferent → they does not case not affected by
→ Passive resistance → eg. Trying to do trust not able to do
→ Active resistance → deliberately acting against charge eg. Strike
John Hunt’s → responses to change 5D’s
(a) Please of ignorance / Denying
(b) Delayed judgment
(c) Defensive stances
(d) Displaying insecurities
(e) Disowning / withdrawal
Overcoming Resistance to change:-
Resistance to change can be overcome by:
1) Forced Field Analysis By: Kurtlewin:
He describes that there are forces that pushing towards the preferred state and the restraining forces, as pushing back to current state fig 353 (eg. Neki or budi)
→ Driving forces:
- financial incentive
- response to pressure from the management
- fear of dismissed if output falls fellows a reasonably well-defined date acceptable or tobrated by management.
- fear of losing specific panelizes
→ Restraining forces:-
- Dislike of the work itself
- Fear that if they produce more, the org. will then be unable to sustain sales
- Dislike of the supervisors, the management and then the org. as a whole’s
Introducing change: Following are considered.
(a) Pace:-
The more gradual the change the more time is available.
(b) Manners
The manners in which a change is put across (i.e. communicated) is very imported
i.e. resistance should be welcome
free circulation of information the reasons for charge.
The change must be sold to the people concerned
Individuals must be helped to learn, i.e. to change their attitude and behaviour.
(c) Scope
The extent of the charge is imported should be reviewed carefully is how big is the charge? & big charges should be first confronted.
6. ORGANIZATIONAL CULTURE AND CHANGE:
Bringing changes in corporate culture, it is difficult but a no of stops can be followed by senior management if they wish to change a culture.
Steps:- MODES OF INTERNATIONAL BY HAMDEN TURNER
(a) Find the danger → do smiting culturally shocking
(Change managers) The Managers has to identify the sources of resistance
(b) Bring conflicts into the open → Investigating & interviewing
So that difference of opinions as person employee can be identify → help to identify resisting person
(c) Play out corporation dramas:
(d) Reinterpret the corporation methods:
(e) Look at symbols, images → changing culture mean new symbols and situation ______ → used to celebrate achievement (e.g. in a merger)
(f) Create a new learning system → new culture falter information → let everybody known not one new thing.
The programmer of cultural change includes:
→ identifying and exposing the bidden assumption of culture of new
→ Trying to identify the conflict hidden in the culture
→ identifying cultural mechanism for change.
* CULTURAL CHANGE QUIT AFFECTS MERGER & TAKEOVER
7. COMMITMENT, CO-ORDINATION & COMMUNICATION:-
These & needed for org. change to be introduced.
Commitment: if management → beings change → should be committed → i.e. → put expenses, efforts money, _____
Co-ordination: → co-operating for the save activity → efficiently and effectively.
Communication: → should be good communication → means right people, right time, right time, right thing, right way, you r good communication if ur audience under, * comm.. should be meaning or
1. INTRODUCTION:-
→ change is
→ reaction for certain action
→ addition for effectiveness
Change triggers: Causes of changes
The change in org. occurs due to following features.
Change in Environment
Product/Services change
Technological cha
· Acts of competitors
· Customer’s demand
· New technology → introduce
· customers
· competitors action products
· changes in law
· New technology use
· New laws at work safety purposes
· Social attitudes
· Liking disliking
Management change
Structural change
· Lear-ship style
· Introducing new dept.
· Employees ways of doing work
· Expansion of org.
· Encouraged style of management
· Division of labour
· Centralization
· planning and deices making
Change can be due to → environment or → another change of org.
Distinction:
Change
Transformation
→ small and gradual scale
→ on a significant scale
→ eg extent change method change
→ eg structure change procedure change
→ customer’s demand change
→ system charge as: eg. Communication pattern processes.
NATURE OF CHANGE
Change can be of following types:
a) New technology has been implemented
- Computerized operations, Better management, __________ system.
b) Reorganization
- Merger – Division → department – Absorption (org. takeover)
c) Working conditions
- New office, - working flexibility, - health introduction
d) Personnel policies
- Rules & regulations
e) Philosophy of Management
- Relation of management + employees
- New leaders → new style of org.
This figure explains the 4 stages of maintaining effectiveness in long run.
1st
2nd
3rd
4th
The org. is established
There is a period of expansion, as the org. grows in size and scope.
A period of maturity ensures, when expansion slickness off.
The org. be gins to decline.
Learning →
Constantly → ses
Ability to control
↓
→ ses
Working with common
Change +expected +accepted
Senses
2. PROCESS OF CHANGING HUMAN BEHAVIOUR:
↓
↓
↓
Unfreeze →
Move →
Freeze
(existing beh.)
(attitude charge)
(new behaviour)
· Giving motive to change
· Identifying new ideas ↓
· Praising for new behaviour
· Can be force full change
Communicating ideas
· Punishing
· In case of survival
↓
↓
↓ Unfreeze is implemented
Encouraging for adoption of such ideas
If deviated
3. STRATEGIC CHANGE IN ORGANIZATIONS:-
Strategy → process of adopting
↓
Achieved → appropriate reaction to change
Module Strategic Change by Johnson and schdes
Nature of change
Incremental(series of small stops)
Transformational(major, significant change)
Pro-Active
Tuning
Planned(following a series of pee-planed stops)
Re-Active
Adaptation
Forced(change is likely to be painful & likely
Any org. can adopt any of the one out of these four conditions:
P = Political
→ Regulatory change
→ Policies change
→ Political vision change
E = Economical
→ Economy up listed
→ Economic shocks
S = Social
→ Social norms
→ May of living
→ Needs of individuals
T = Technological
→ New products can be introduce
→ Technology utilization
Step-by-step model for implementing change
Need analyses for change
↓
Planning for change → good ideas
↓
Analysing Reaction
↓
Final Decision for change
→ Coercive → mamagis
→ Participative → every one
↓
Time table for change
→ Can be coerced → faster → nodiscos
→ speed depends → people’s react
Communicate the plane
↓
Implementing the change
↓
Review the change → evaluation
4. CHANGE: OTHER APPROACHES AND THEORIES:-
Lnsoff’s theory:- He suggested 3 approaches Adaptive, Coercive and managed resistance
i) Adaptive change: Org’s environment charges slowly → with a change in environment / needs → in little stages.
ii) Crisis management:- When the changes affect badly, it results in crises / panic → should be managed. such can be managed to reduce panic by 3 option.
(a) Convince the others of the crisis and prepare preventive measures
(b) Accept that the crisis will happen anyway and to capitalize unit by acting as sari-ours
(c) Artificial crisis: reduces resistance and perhaps build up support for recovery.
5. Coercive Change Approach: (danda & Sakli approach)
→ no co-operation
→ is enforce without participation.
Problems:- - Under estimation of the forces of resistance
- Failure to apply favorable forces
- Management shift their attention clew her
- Failure to ensure implementation
- Approach is necessary in situation of crisis
6. Managed Resistance → resistance is managed
→ reasons for resistance are noticed
→ and addressed for correction.
OTHER APPROACHES:
Use a change Agent: by Buchnan:
Agent → an individual → with responsibility for driving + selling change
The role of agent include:
- Defining problem, suggesting solution, implementing skills, gaining support.
Skills a agent include.
- Communication skills, - Negotiating skills
- Awareness of org’s politics, - understanding relevant process
Integrative Segmental list: by Kanter
Integrative Find out the root crises behind your problem → and produce visionary solution for all problem.
Segmental Find out the problem → and solve them separately
Eg. To solve the problem of illiteracy various other problem as poverty, economy, social setup
Eg. Pakistan Steel Mills has management problems → can be solved individually find single reason for all problems → as weak management.
Theory E and Theory O: by Beer and Nobria
Theory E (based on Economic value)
Share holders value → measure of biz success.
Theory O (based on organizational capability)
Only eco value → hour org. in long run.
Chart Refer pg 349
5. Resistance to change:-
Initially individual does not accept the change due to uncertainties and distrust management
Charge affect individual
↓
↓
↓
Physiologically person’s life
Circumstancially persons
Physiologically 7 person’s insecurity
- ageing
Routine & learning
Disorientation
- maturation
↓
Eg. Charge in pattern of shift nothing may disturbing, waiting and Sleeping
Uncertainty
↓
Insecurity
By (Torrington & Wightman) types of change.
Imposition
Adoption
Growth
Creativity
Initiated by someone else↓
- charge in beh. due to any other charge
Response to opportunities↓
Individual controls the change process↓
(Resistance)
(uncertainty)
(Delight)
(excitement)
Resistance to change at work
↓
Sources of resistance to change
↓
↓
↓
↓
↓
Attitudes/beliefs becoz of your believes u can’t accept any charge
Loyalty/to groups norms* as you have to follow your group & be with them
Habit/past norms* respect for tradition and old ways eg resistance to new technology
Politics * weak the based of individual/group * strengthen rival’s position
Way of implementing change
Reaction to change:
How pep. React in case of change.
→ Accept the charge. Eg appreciating the charge
→ Indifferent → they does not case not affected by
→ Passive resistance → eg. Trying to do trust not able to do
→ Active resistance → deliberately acting against charge eg. Strike
John Hunt’s → responses to change 5D’s
(a) Please of ignorance / Denying
(b) Delayed judgment
(c) Defensive stances
(d) Displaying insecurities
(e) Disowning / withdrawal
Overcoming Resistance to change:-
Resistance to change can be overcome by:
1) Forced Field Analysis By: Kurtlewin:
He describes that there are forces that pushing towards the preferred state and the restraining forces, as pushing back to current state fig 353 (eg. Neki or budi)
→ Driving forces:
- financial incentive
- response to pressure from the management
- fear of dismissed if output falls fellows a reasonably well-defined date acceptable or tobrated by management.
- fear of losing specific panelizes
→ Restraining forces:-
- Dislike of the work itself
- Fear that if they produce more, the org. will then be unable to sustain sales
- Dislike of the supervisors, the management and then the org. as a whole’s
Introducing change: Following are considered.
(a) Pace:-
The more gradual the change the more time is available.
(b) Manners
The manners in which a change is put across (i.e. communicated) is very imported
i.e. resistance should be welcome
free circulation of information the reasons for charge.
The change must be sold to the people concerned
Individuals must be helped to learn, i.e. to change their attitude and behaviour.
(c) Scope
The extent of the charge is imported should be reviewed carefully is how big is the charge? & big charges should be first confronted.
6. ORGANIZATIONAL CULTURE AND CHANGE:
Bringing changes in corporate culture, it is difficult but a no of stops can be followed by senior management if they wish to change a culture.
Steps:- MODES OF INTERNATIONAL BY HAMDEN TURNER
(a) Find the danger → do smiting culturally shocking
(Change managers) The Managers has to identify the sources of resistance
(b) Bring conflicts into the open → Investigating & interviewing
So that difference of opinions as person employee can be identify → help to identify resisting person
(c) Play out corporation dramas:
(d) Reinterpret the corporation methods:
(e) Look at symbols, images → changing culture mean new symbols and situation ______ → used to celebrate achievement (e.g. in a merger)
(f) Create a new learning system → new culture falter information → let everybody known not one new thing.
The programmer of cultural change includes:
→ identifying and exposing the bidden assumption of culture of new
→ Trying to identify the conflict hidden in the culture
→ identifying cultural mechanism for change.
* CULTURAL CHANGE QUIT AFFECTS MERGER & TAKEOVER
7. COMMITMENT, CO-ORDINATION & COMMUNICATION:-
These & needed for org. change to be introduced.
Commitment: if management → beings change → should be committed → i.e. → put expenses, efforts money, _____
Co-ordination: → co-operating for the save activity → efficiently and effectively.
Communication: → should be good communication → means right people, right time, right time, right thing, right way, you r good communication if ur audience under, * comm.. should be meaning or
CHAPTER – 17 – “ORGANIZATIONAL STRUCTURE & DESIGN” (Study Text)
¨ ORGANIZATION:-
An organization is: ‘a social arrangements which pursues collective goals, which controls its own performance & which has a boundary separately it from its environment.’ E,g, Multinational Co. Manufacturer, Accountancy Firm, Charity, Army, Etc.
¨ WHY DO ORGANIZATION EXISTS?
(a) Overcome people’s individual limitations
(b) Specialization
(c) Save time
(d) Accumulate & share knowledge
(e) Enable people to pool their expertise
(f) Enable synergy ----> (2+2 =5)
¨ HOW ORGANIZATION DIFFER?
- Ownership (Public Vs Private)
- Control (By owner or people working on their behalf)
- Activity (Manufacturing, healthcare, services)
- Profit or non-profit it orientation
- Size (sole trader, partnership, company)
- Legal status (Ltd. Company, partnership)
- Sources of Finance (Borrowing, Govt. funding, share issued)
- Technology (High us low)
¨ Primary Goal:- most important goal (e.g. maximizing profit)
¨ Secondary Goal:- Subordinate goals which support primary goal (e.g. increasing sales)
¨ Organization structure
“It is formed by the grouping of people into departments or sections and the allocation of responsibility & authority.”
OBJECTIVE OF ORGANIZATION STRUCTURE
Organization structure is the framework for:
- allocating task
- delegating authorities
- coordinating activity &
- channelling communication
Between individuals and groups in the organization.
Components of organization: - (By Mihizberg)
1). Structure Appex
Senior management
Ensure the org. follcuss its mission.
2). Operating Core
People directly involved in Production
Securing inputs, a processing & distributing them as output
3). Middle line
Manager
Organizing, planning & control of work
4). Techno structure
Specialist advisors & analysts
Offering technical support to the rest of the structure
5). Support staff
Administrative & concillicory support staff
Offering services, such as legal advice, research etc.
Principles of organization:- Classical approach (By henry Foyal)
1. Division of work
2. Scalar chain
Authority run from top to lattom
3. Correspondence of authority & responsibility
A person with responsibility should be given authority to do it
4. appropriate centralization
Decision should be taken at the top of organization
5. Unity of command
For any action, a subordinate should receive action from one boss only
6. Unity of direction
These should be one head & one plan for each activity.
7. Initiative
Employees should are discretion
8. subordination of individual interest
The interest of employees should not prevail over general interest of organization.
9. Discipline
10. Order
11. Stability of personnel
12. Equity
13. remuneration
14. ESIRIS De Corporation
Harmony & teamwork are essential to promote discipline & contentment.
Note: Ur work also suggested the similar set of organizing principles.
¨ MODERN APPROACHES TO ORGANIZATION:-
(a) Multi slciling
Contrary to specialization
(b) Flexibility
Smaller, multi, slcilled, temporary structure, multifunctional units, etc.
(c) Empowerment
Means to free employees from rigorous control by supervision
CONTINGENCY THEORY:
(a) Age
Older organization, more formalized its behaviour
(b) Size
Larger organization, more formalized
(c) Technology
Larger organization, more formalized
(d) Geographical dispersion
(e) Personnel employed
Formalized structure needed for law-skilled work force
(f) The type of activity the org. is involved in
(g) The organizations objective
¨ SYSTEM APPROACH:-
This approach views the organization as an open systems, which is connected to and interacts with its environment. It takes in inputs from its environment and, through various organization processes, converts them into output.
As must revision sensitive to changes in its entered environment.
¨ TALL AND FLAT ORGANIZATION:
- Spam of control:
“The spam of control refers to the non of subordinate, immediately reporting to a superior official”.
- A no. of factors influence the spam of control.
(a) A manager’s capabilities limit the spam of control.
(b) The nature of the manager’s workload.
(c) The geographical dispersions of subordinates: Dispersed terms require more effort to supervise.
(d) Subordinates work.
(e) The nature of problem.
(f) The degree of interaction between subordinates.
(g) The amount of support that supervisors received from the part of the organization or from technology.
¨ TALL ORGANIZATION:-
“A tall organization is one which, in relation to its size, has a large no. of levels of management hierarchy. This implies a narrow spam of control.”.
FLAT ORGANIZATION
‘A flat organization is one, which in relation to its size, has a small no of hierarchical levels. This implies a wide spam of control.’
TALL ORGANIZATION
FOR
AGAINST
- Narrow spam of control
- Inhibits delegation
- More participation of members in devotions
- Rigid supervision
- Large no. of promotional ladders
- Some work passes through too many hands
- Increase cost
- Slow decision making
FLAT ORGANIZATION
FOR
AGAINST
- Move delegation
- Crises management due to overwork
- Relating cheap
- Sacrifices Control
- Spread up communication
DELEGATION:-
“It is the reduction of no. of management Tevels from bottom to top.
- IT encourages delaying
- Empowerment
- Economy ----------------> Delaying reduces managerial cost
- Fashion ------------------> Flexible
¨ DEPARTMENTATIONS
1. GEOGRAPHICAL DEPARTMENTATION
Advantages
Disadvantages
- Local decision making
- Duplication or possible loss of economics of scale.
- Cheaper
- Inconsistency in methods
2. FUNCTIONAL DEPARTMENTATION
- Functional organization grouping together, pensile who do similar tasks.
Advantages
Disadvantages
(a) Expertise is pooled
(a) Focuses on internal processes rather than the customer & outputs
(b) Avoids duplication & enable economics of scale
(b) ____________ of communication
(c) Facilitates the recruitment & development of specialists
(c) Poor coordination
(d) It suits centralised business
(d) Creates vertical barriers to information & work flow rather than horizontal
3. CUSTOMER DEPARTMENTATION -> (e.g. jobbing or contacting firm)
DIVISIONALIZTION:-
‘It in the division of a business into autonomous region or product businesses, each its own revenue expenditure and capital asset purchase progress & therefore each with its own profit & loss responsibility.”
In other words, divisiondisction is on organization within an organization.
Divisiondisction can be of 2 forms:
- Subsidiary
- Department
- RULES OF DIVISIONDISCTION:-
1. Each division must have complete authority
2. Each unit must be large enough to work
3. Unit must not very of head office for excessive management work
4. Unit must have potential for growth
5. Scope & challenge in the job of each unit.
6. They should be arm’s length transaction between the units.
DIVISIONALISATION
Advantages
Disadvantages
1. Management focuses on business performance
1. Independent products are difficult to identify
2. Reduces the unprofitable products & activities being continued
2. It is only possible at a fairly senior management level
3. Encourages efficiency, lower, cost, higher profit
3. Resources problems may arise.
4. Reduces the no. of management levels
4.
HYBRID STRUCTURE:-
“Hybrid (mined) structure may involve a mix of functional departmentation, ensuring product organization, customer organization & tutorial organization.”
MATRIX STRUCTURE:-
“Matrix structure essentially ‘crosses’ functional & product ‘ project organization, so that staff in between functional or regional department are responsible:-
- To their department managers, in regard to the activities of the department
- To a product or project manager, in regard to the given product or project.
Advantages
Disadvantages
- Greater flexibility of people, work flow & decision making & tasks & structure
- Possible competition & conflict between dual managers
- Support inter-disciplinary cooperation & multi functional working
- Stress on staff caught between conflicting divided
- Encourage motivation & employed development
- Increases cost
- marker
- Slower decision making
- Horizontal work flow
NEW ORGANIZATION
(a) Flat structure
More responsive & there is a direct relationship between the organization’s strategic centre & the operational units sewing the customer.
(b) Horizontal structure
Like matrix structure
(c) Chucked & ‘Unglued structure’
E.g. KFC, where they have permanent, contractual & daily wages employees
(d) Output focused structure
E.g. project
(e) Jobless structure
E.g. A person who is multi skilled can be employed by many organization
one place many places
- centralization & decentralization
Centralized organization is one in which authority is concentrated in and place.
- Centralization can be seen in 2 ways
- Authority
- Decentralization implies increased delegation, empowerment & autonomy at lower levels of the organization.
Pro centralization
Pro decentralization/delegation
- Decisions are made at one point and are easier to coordinate
- Avoid overburdening top manager
- Wider view of problem & consequences
- Improves motivation of juniors
- Balance interest of I/f functions
- Greater awareness of local problem by decision makers
- Quality decisions
- Greater speed of decision making without need to refer back
- Cheaper
- Develop skills of junior
- Ability to take cries decision quickly
- Separate responsibilities can be identified
- Standardised policies, procedures & documentation
- Decisions are made locally
By burns & stalker
Mechanistic Organization
Stable, efficient & suitable for slow-changing operating environments.
Organic Organization:-
Flexible, adoptive & suitable for fort changing dynamic operating environments.
Please see table 6.2, pg 333
- Bureaucracy:- (By Weber)
A bureaucracy is “a continuous organization of official functions bound by rules”.
- Charteristics of bureaucracy
1. Hierarchy of roles -------> Each lower office is under control of higher one.
Specidisation
2. High degree of specialization & training
3. Professional nature of employment
4. Impersonal nature of rules & procedure
5. Rationality ------> The hierarchy of authority & office structure is clearly defined.
6. Uniformity in the performance of talk
7. technical competence ----> All officials are technically components
8. Stability -------> The Organization’s structure, tasks & culture are consistent over time, regardless of external change.
Advantages
Disadvantages
- _____ for standardized, routine task
- Slow occasion making
- Very effective
- Uniformity inhibits the personal development of staff
- Regard adherence to procedure may be necessary for fairness, safety & security (e,g, data protection)
- It suppress innovation
- Long lived organization & same people like routine work.
- Lack of feedback
- Slow changing organization
- Communication restricted
- ADHOCRACY
Adhocracy organic organization is “a type of organization design which temporary, adoptive, creative, to bureaucracy, which tends to be permanent, rule-driven & inflexible.”
- Type of production system: (by Joan Woodward)
(i) Unit Production – e.g. aircraft
No delegation & required a lot senior control
(ii) Mass Production
e.g. Making cars
(iii) Procen Production
Continuous Here the machine controls & workers monitor them large span of control e.g. cement plant
- SOCIO – TECHNICAL SYSTEM:
‘A system which is technically strong but socially accepted.’
An organization may be seen as a socio – technical system with 2 major sub-systems:
- Technology, including task organization & methods
- People & their social arrangements
- INFORMATION & COMMUNICATION TECHNOLOGY (ICT)
- ICT has created the concept of virtual teams & virtual organization which enables to share information, make joint decision & fulfill the collaborative function of a team.
- ICT has also facilitated collaboration, stimulating team working, teleconferencing, video conferencing, rietworked
- This has enabled organization to:
(a) Outsource areas of organization activity to other organization
(b) Centralized their departments to without the difficulties of supervision, communication & control
(c) Centralize their functions & services (E.g. data storage)
(d) Adopt flexible working by making expertise available across the organization.
¨ ORGANIZATION:-
An organization is: ‘a social arrangements which pursues collective goals, which controls its own performance & which has a boundary separately it from its environment.’ E,g, Multinational Co. Manufacturer, Accountancy Firm, Charity, Army, Etc.
¨ WHY DO ORGANIZATION EXISTS?
(a) Overcome people’s individual limitations
(b) Specialization
(c) Save time
(d) Accumulate & share knowledge
(e) Enable people to pool their expertise
(f) Enable synergy ----> (2+2 =5)
¨ HOW ORGANIZATION DIFFER?
- Ownership (Public Vs Private)
- Control (By owner or people working on their behalf)
- Activity (Manufacturing, healthcare, services)
- Profit or non-profit it orientation
- Size (sole trader, partnership, company)
- Legal status (Ltd. Company, partnership)
- Sources of Finance (Borrowing, Govt. funding, share issued)
- Technology (High us low)
¨ Primary Goal:- most important goal (e.g. maximizing profit)
¨ Secondary Goal:- Subordinate goals which support primary goal (e.g. increasing sales)
¨ Organization structure
“It is formed by the grouping of people into departments or sections and the allocation of responsibility & authority.”
OBJECTIVE OF ORGANIZATION STRUCTURE
Organization structure is the framework for:
- allocating task
- delegating authorities
- coordinating activity &
- channelling communication
Between individuals and groups in the organization.
Components of organization: - (By Mihizberg)
1). Structure Appex
Senior management
Ensure the org. follcuss its mission.
2). Operating Core
People directly involved in Production
Securing inputs, a processing & distributing them as output
3). Middle line
Manager
Organizing, planning & control of work
4). Techno structure
Specialist advisors & analysts
Offering technical support to the rest of the structure
5). Support staff
Administrative & concillicory support staff
Offering services, such as legal advice, research etc.
Principles of organization:- Classical approach (By henry Foyal)
1. Division of work
2. Scalar chain
Authority run from top to lattom
3. Correspondence of authority & responsibility
A person with responsibility should be given authority to do it
4. appropriate centralization
Decision should be taken at the top of organization
5. Unity of command
For any action, a subordinate should receive action from one boss only
6. Unity of direction
These should be one head & one plan for each activity.
7. Initiative
Employees should are discretion
8. subordination of individual interest
The interest of employees should not prevail over general interest of organization.
9. Discipline
10. Order
11. Stability of personnel
12. Equity
13. remuneration
14. ESIRIS De Corporation
Harmony & teamwork are essential to promote discipline & contentment.
Note: Ur work also suggested the similar set of organizing principles.
¨ MODERN APPROACHES TO ORGANIZATION:-
(a) Multi slciling
Contrary to specialization
(b) Flexibility
Smaller, multi, slcilled, temporary structure, multifunctional units, etc.
(c) Empowerment
Means to free employees from rigorous control by supervision
CONTINGENCY THEORY:
(a) Age
Older organization, more formalized its behaviour
(b) Size
Larger organization, more formalized
(c) Technology
Larger organization, more formalized
(d) Geographical dispersion
(e) Personnel employed
Formalized structure needed for law-skilled work force
(f) The type of activity the org. is involved in
(g) The organizations objective
¨ SYSTEM APPROACH:-
This approach views the organization as an open systems, which is connected to and interacts with its environment. It takes in inputs from its environment and, through various organization processes, converts them into output.
As must revision sensitive to changes in its entered environment.
¨ TALL AND FLAT ORGANIZATION:
- Spam of control:
“The spam of control refers to the non of subordinate, immediately reporting to a superior official”.
- A no. of factors influence the spam of control.
(a) A manager’s capabilities limit the spam of control.
(b) The nature of the manager’s workload.
(c) The geographical dispersions of subordinates: Dispersed terms require more effort to supervise.
(d) Subordinates work.
(e) The nature of problem.
(f) The degree of interaction between subordinates.
(g) The amount of support that supervisors received from the part of the organization or from technology.
¨ TALL ORGANIZATION:-
“A tall organization is one which, in relation to its size, has a large no. of levels of management hierarchy. This implies a narrow spam of control.”.
FLAT ORGANIZATION
‘A flat organization is one, which in relation to its size, has a small no of hierarchical levels. This implies a wide spam of control.’
TALL ORGANIZATION
FOR
AGAINST
- Narrow spam of control
- Inhibits delegation
- More participation of members in devotions
- Rigid supervision
- Large no. of promotional ladders
- Some work passes through too many hands
- Increase cost
- Slow decision making
FLAT ORGANIZATION
FOR
AGAINST
- Move delegation
- Crises management due to overwork
- Relating cheap
- Sacrifices Control
- Spread up communication
DELEGATION:-
“It is the reduction of no. of management Tevels from bottom to top.
- IT encourages delaying
- Empowerment
- Economy ----------------> Delaying reduces managerial cost
- Fashion ------------------> Flexible
¨ DEPARTMENTATIONS
1. GEOGRAPHICAL DEPARTMENTATION
Advantages
Disadvantages
- Local decision making
- Duplication or possible loss of economics of scale.
- Cheaper
- Inconsistency in methods
2. FUNCTIONAL DEPARTMENTATION
- Functional organization grouping together, pensile who do similar tasks.
Advantages
Disadvantages
(a) Expertise is pooled
(a) Focuses on internal processes rather than the customer & outputs
(b) Avoids duplication & enable economics of scale
(b) ____________ of communication
(c) Facilitates the recruitment & development of specialists
(c) Poor coordination
(d) It suits centralised business
(d) Creates vertical barriers to information & work flow rather than horizontal
3. CUSTOMER DEPARTMENTATION -> (e.g. jobbing or contacting firm)
DIVISIONALIZTION:-
‘It in the division of a business into autonomous region or product businesses, each its own revenue expenditure and capital asset purchase progress & therefore each with its own profit & loss responsibility.”
In other words, divisiondisction is on organization within an organization.
Divisiondisction can be of 2 forms:
- Subsidiary
- Department
- RULES OF DIVISIONDISCTION:-
1. Each division must have complete authority
2. Each unit must be large enough to work
3. Unit must not very of head office for excessive management work
4. Unit must have potential for growth
5. Scope & challenge in the job of each unit.
6. They should be arm’s length transaction between the units.
DIVISIONALISATION
Advantages
Disadvantages
1. Management focuses on business performance
1. Independent products are difficult to identify
2. Reduces the unprofitable products & activities being continued
2. It is only possible at a fairly senior management level
3. Encourages efficiency, lower, cost, higher profit
3. Resources problems may arise.
4. Reduces the no. of management levels
4.
HYBRID STRUCTURE:-
“Hybrid (mined) structure may involve a mix of functional departmentation, ensuring product organization, customer organization & tutorial organization.”
MATRIX STRUCTURE:-
“Matrix structure essentially ‘crosses’ functional & product ‘ project organization, so that staff in between functional or regional department are responsible:-
- To their department managers, in regard to the activities of the department
- To a product or project manager, in regard to the given product or project.
Advantages
Disadvantages
- Greater flexibility of people, work flow & decision making & tasks & structure
- Possible competition & conflict between dual managers
- Support inter-disciplinary cooperation & multi functional working
- Stress on staff caught between conflicting divided
- Encourage motivation & employed development
- Increases cost
- marker
- Slower decision making
- Horizontal work flow
NEW ORGANIZATION
(a) Flat structure
More responsive & there is a direct relationship between the organization’s strategic centre & the operational units sewing the customer.
(b) Horizontal structure
Like matrix structure
(c) Chucked & ‘Unglued structure’
E.g. KFC, where they have permanent, contractual & daily wages employees
(d) Output focused structure
E.g. project
(e) Jobless structure
E.g. A person who is multi skilled can be employed by many organization
one place many places
- centralization & decentralization
Centralized organization is one in which authority is concentrated in and place.
- Centralization can be seen in 2 ways
- Authority
- Decentralization implies increased delegation, empowerment & autonomy at lower levels of the organization.
Pro centralization
Pro decentralization/delegation
- Decisions are made at one point and are easier to coordinate
- Avoid overburdening top manager
- Wider view of problem & consequences
- Improves motivation of juniors
- Balance interest of I/f functions
- Greater awareness of local problem by decision makers
- Quality decisions
- Greater speed of decision making without need to refer back
- Cheaper
- Develop skills of junior
- Ability to take cries decision quickly
- Separate responsibilities can be identified
- Standardised policies, procedures & documentation
- Decisions are made locally
By burns & stalker
Mechanistic Organization
Stable, efficient & suitable for slow-changing operating environments.
Organic Organization:-
Flexible, adoptive & suitable for fort changing dynamic operating environments.
Please see table 6.2, pg 333
- Bureaucracy:- (By Weber)
A bureaucracy is “a continuous organization of official functions bound by rules”.
- Charteristics of bureaucracy
1. Hierarchy of roles -------> Each lower office is under control of higher one.
Specidisation
2. High degree of specialization & training
3. Professional nature of employment
4. Impersonal nature of rules & procedure
5. Rationality ------> The hierarchy of authority & office structure is clearly defined.
6. Uniformity in the performance of talk
7. technical competence ----> All officials are technically components
8. Stability -------> The Organization’s structure, tasks & culture are consistent over time, regardless of external change.
Advantages
Disadvantages
- _____ for standardized, routine task
- Slow occasion making
- Very effective
- Uniformity inhibits the personal development of staff
- Regard adherence to procedure may be necessary for fairness, safety & security (e,g, data protection)
- It suppress innovation
- Long lived organization & same people like routine work.
- Lack of feedback
- Slow changing organization
- Communication restricted
- ADHOCRACY
Adhocracy organic organization is “a type of organization design which temporary, adoptive, creative, to bureaucracy, which tends to be permanent, rule-driven & inflexible.”
- Type of production system: (by Joan Woodward)
(i) Unit Production – e.g. aircraft
No delegation & required a lot senior control
(ii) Mass Production
e.g. Making cars
(iii) Procen Production
Continuous Here the machine controls & workers monitor them large span of control e.g. cement plant
- SOCIO – TECHNICAL SYSTEM:
‘A system which is technically strong but socially accepted.’
An organization may be seen as a socio – technical system with 2 major sub-systems:
- Technology, including task organization & methods
- People & their social arrangements
- INFORMATION & COMMUNICATION TECHNOLOGY (ICT)
- ICT has created the concept of virtual teams & virtual organization which enables to share information, make joint decision & fulfill the collaborative function of a team.
- ICT has also facilitated collaboration, stimulating team working, teleconferencing, video conferencing, rietworked
- This has enabled organization to:
(a) Outsource areas of organization activity to other organization
(b) Centralized their departments to without the difficulties of supervision, communication & control
(c) Centralize their functions & services (E.g. data storage)
(d) Adopt flexible working by making expertise available across the organization.
CHAPTER – 16 – “POWER AND INFLUENCE IN ORGANIZATIONS”
INTRODUCTION
Power form org.→
Bcoz retinitis conducted influenced by power
Relation form org. →
Bcoz they take the firm of superior subordinate
↓
as he has also been influence by power.
BASES OF POWER:
Power Definition:
Power 1 → ability
↓
↓ ↓
To influence to gain control to dominant event + people
Power 2 → capability
↓
↓
To persuade depressurize
↓
Others to comply with nis desires (of powerful _____)
1) Rewards: → remuneration → to control subordinated
Pay, fringe, benefit
2) Coercion → force → subordinates → to complete certain task
e.g. powerful union leaders may force managers to agree his demands.
3) Expertise → specialization +
Any person who has greater knowledge → commands power over those who seek his knowledge and information
e.g. private secretary over member of org. as he/she possesses much info about decision of ‘boss’
4) Charisma →
magnetic personality → commands others
e.g. Jawar Lal Nehr,Vasees Aiafat, Johnt, Kenedy
5) Reference →
admirable attributed of person
→
Which are imitated by other
e.g. young boys and girls imitated dress and mannerism of actors & popular personalities
6) Legitimate Formal Position →
A position (Formal) of an Individual
↓
Influence the subordinate
↓
For completing their task
e.g. The marketing managers → It is basically authoritative power.
Distinction between Authority and Power
Simibrity → means of influencing others
→ Ability / Right
Power → ability of person to influence the action
Authority → right of person to influence the action
→ Formal / Informal
Power → Operate → non-formal org.
Authority → associated → formal org
→ it is legal.
→ Personal / Impersonal
Power → resides → doesn’t flow from positive
Authority → resides → position of person → does flow from position
→ Delegation / Non-Delegation
Power → cannot be → delegated eg. Expertise conil delegate
Authority → can be → delegated
→ Degree of structure
Power → nor structures → flows down and upward
Subordinate exercise their power to with hold cooperation to their supervisor
Authority → are structured → Flows downward
→ Association with responsibility:-
Power → person having power may not be responsible for his acts.
→ Authority → Authority and ________________
e.g. a person may utilize his expertise to each software his case the expect power is exercised responsibility.
→ Nature of compliance
→ Power → Not mandatory for an individual to comply with powers of a person.
→ Authority → It is mandatory fee sub-ordinance to _____ by the exercised authorized
POWER EQUALIZATION
→ Disparities exist in organization
→ Which cause __
↓
→ Strife
→ Conflict
POWER EQUALIZATION __
↓
↓
↓
↓
Combatproblems
De-emphasizehierarchy
Manager’s do not fiaunt auth.
Purpose
→to make all members feel free to interact on the basis of equally
→ demo erotizing org,.
→ humanizing org
→ develop multiple power problem solving centre
→ make flexible org.
→ dynamic org.
→ adaptive to changes
INTRODUCTION
Power form org.→
Bcoz retinitis conducted influenced by power
Relation form org. →
Bcoz they take the firm of superior subordinate
↓
as he has also been influence by power.
BASES OF POWER:
Power Definition:
Power 1 → ability
↓
↓ ↓
To influence to gain control to dominant event + people
Power 2 → capability
↓
↓
To persuade depressurize
↓
Others to comply with nis desires (of powerful _____)
1) Rewards: → remuneration → to control subordinated
Pay, fringe, benefit
2) Coercion → force → subordinates → to complete certain task
e.g. powerful union leaders may force managers to agree his demands.
3) Expertise → specialization +
Any person who has greater knowledge → commands power over those who seek his knowledge and information
e.g. private secretary over member of org. as he/she possesses much info about decision of ‘boss’
4) Charisma →
magnetic personality → commands others
e.g. Jawar Lal Nehr,Vasees Aiafat, Johnt, Kenedy
5) Reference →
admirable attributed of person
→
Which are imitated by other
e.g. young boys and girls imitated dress and mannerism of actors & popular personalities
6) Legitimate Formal Position →
A position (Formal) of an Individual
↓
Influence the subordinate
↓
For completing their task
e.g. The marketing managers → It is basically authoritative power.
Distinction between Authority and Power
Simibrity → means of influencing others
→ Ability / Right
Power → ability of person to influence the action
Authority → right of person to influence the action
→ Formal / Informal
Power → Operate → non-formal org.
Authority → associated → formal org
→ it is legal.
→ Personal / Impersonal
Power → resides → doesn’t flow from positive
Authority → resides → position of person → does flow from position
→ Delegation / Non-Delegation
Power → cannot be → delegated eg. Expertise conil delegate
Authority → can be → delegated
→ Degree of structure
Power → nor structures → flows down and upward
Subordinate exercise their power to with hold cooperation to their supervisor
Authority → are structured → Flows downward
→ Association with responsibility:-
Power → person having power may not be responsible for his acts.
→ Authority → Authority and ________________
e.g. a person may utilize his expertise to each software his case the expect power is exercised responsibility.
→ Nature of compliance
→ Power → Not mandatory for an individual to comply with powers of a person.
→ Authority → It is mandatory fee sub-ordinance to _____ by the exercised authorized
POWER EQUALIZATION
→ Disparities exist in organization
→ Which cause __
↓
→ Strife
→ Conflict
POWER EQUALIZATION __
↓
↓
↓
↓
Combatproblems
De-emphasizehierarchy
Manager’s do not fiaunt auth.
Purpose
→to make all members feel free to interact on the basis of equally
→ demo erotizing org,.
→ humanizing org
→ develop multiple power problem solving centre
→ make flexible org.
→ dynamic org.
→ adaptive to changes
CHAPTER – 16 – OB AND ORGANIZATION
5. IMAGES AND PERCEPTION OF ORGANIZATION
(a) Gareth Morgan Eight Metaphors
1. Organizations are machines
2. organizations are biological organisms
3. Organizations are human brains
- organization are stock of knowledge
- organization can learn
- flow of info
4. Organizations are cultures & subcultures
5. organizations are political systems
a. office politics
(i) competition between managers
(ii) competition between competitors
(iii) class struggle – Marxist
6. Organizations are psychic presence
7. Organizations are system of change and transformation.
8. Organizations are instrument of domination
6. TRADITIONAL APPROACHES TO ORGANIZATION & MANAGEMENT
Fayol :- (18L11-1925)
¨ French industrialist
(a) Division of work
(b) Authority and Responsibility
(c) Discipline
(d) Unity of command
(e) Unity of direction
(f) Subordination of individual interests
(g) Remuneration
(h) Scales chain
(i) Stability of tenure of personnel
(j) Esprit de corps. (Harmony)
(k) Initiative
MIX WABER :- (1864 -1920)
BUREAUCRACY
- Why individual obeyed commands
1. Charismatic leadership
2. Traditional, or patriarchal leadership
3. Bureaucracy
i) Hierocracy
ii) Specialisation & training
iii) Impersonal nature of employment
iv) Professional nature of employment
v) Rationality
vi) Uniformity
vii) Technical competence
viii) Stability
FREDERICK W TAYLOR (1856-1915)
Scientific management
a). The development of a true science of work.
b). The scientific selection & progressive development of workmen
c). The bringing together of the science & the scientifically selected & trained men
d). The constant & intimate co-operation between management & workers
7. DEVELOPMENT IN ORGANIZATION THEORY:HUMAN RELATIONS APPROACH
Mayo (1880 – 1949)
(i) Emphasize on human attitudes, values & relationships for the efficient & effective functioning of work organizations.
Systems Approach
(a) the relative openness of the system to its environment
(b) the subsystem approach.
INPUTS:
(i) materials, components & sub-components;
(ii) labour;
(iii) money
(iv) information & ideas
(v) tangible property
OUTPUTS:
(i) goods/services
(ii) money (dividends, interest, wages)
(iii) information
(iv) environment consequence of its activities
(v) social consequence of its activities
SUBSYSTEMS:-
Subsystems may be differentiated from each other by
(a) function
(b) space
(c) time
(d) people
(e) formality
(f) automation
SOCIO TECHNICAL SYSTEMS:
Its not simply a structure the organization chart reflects only one sub system of the overall organization. Trist & his associates at the Tavistock Institute.
- a structure
- a technological system &
- a social system
THE CONTINGENCY APPROACH:
The structure of organization change with its circumstances.
1. Keep looking to your circumstances
2. keep changing to your circumstances
The benefit for this is that people are flexible.
8. THE NEW ORGANIZATION
The adoption of classical management principles has meant that organizations developed the following characteristics:
(a) Relief in universal laws
(b) Very tall structures with close supervision at every level
(c) Hierarchical control
(d) Problem solving
(e) Single function specialization
(f) Individualism
(g) Focus on tasks & responsibilities
(h) system
8.2 No competition = window watches
8.3 REASON FOR SHIFT:
1. Everything global
2. Everything new
3. Everything faster
4. Everything different
5. everything turbulent
8.4 ESSENTIAL OF NEW WORLD ORGANIZATION
(a) Work units
(b) Jobs
(c) Roles
(d) Values
(e) Managers
(f) Executives
(g) Structures
8.5 DIFFICULTIES
1. Centralizing
2. Centrifugal
5. IMAGES AND PERCEPTION OF ORGANIZATION
(a) Gareth Morgan Eight Metaphors
1. Organizations are machines
2. organizations are biological organisms
3. Organizations are human brains
- organization are stock of knowledge
- organization can learn
- flow of info
4. Organizations are cultures & subcultures
5. organizations are political systems
a. office politics
(i) competition between managers
(ii) competition between competitors
(iii) class struggle – Marxist
6. Organizations are psychic presence
7. Organizations are system of change and transformation.
8. Organizations are instrument of domination
6. TRADITIONAL APPROACHES TO ORGANIZATION & MANAGEMENT
Fayol :- (18L11-1925)
¨ French industrialist
(a) Division of work
(b) Authority and Responsibility
(c) Discipline
(d) Unity of command
(e) Unity of direction
(f) Subordination of individual interests
(g) Remuneration
(h) Scales chain
(i) Stability of tenure of personnel
(j) Esprit de corps. (Harmony)
(k) Initiative
MIX WABER :- (1864 -1920)
BUREAUCRACY
- Why individual obeyed commands
1. Charismatic leadership
2. Traditional, or patriarchal leadership
3. Bureaucracy
i) Hierocracy
ii) Specialisation & training
iii) Impersonal nature of employment
iv) Professional nature of employment
v) Rationality
vi) Uniformity
vii) Technical competence
viii) Stability
FREDERICK W TAYLOR (1856-1915)
Scientific management
a). The development of a true science of work.
b). The scientific selection & progressive development of workmen
c). The bringing together of the science & the scientifically selected & trained men
d). The constant & intimate co-operation between management & workers
7. DEVELOPMENT IN ORGANIZATION THEORY:HUMAN RELATIONS APPROACH
Mayo (1880 – 1949)
(i) Emphasize on human attitudes, values & relationships for the efficient & effective functioning of work organizations.
Systems Approach
(a) the relative openness of the system to its environment
(b) the subsystem approach.
INPUTS:
(i) materials, components & sub-components;
(ii) labour;
(iii) money
(iv) information & ideas
(v) tangible property
OUTPUTS:
(i) goods/services
(ii) money (dividends, interest, wages)
(iii) information
(iv) environment consequence of its activities
(v) social consequence of its activities
SUBSYSTEMS:-
Subsystems may be differentiated from each other by
(a) function
(b) space
(c) time
(d) people
(e) formality
(f) automation
SOCIO TECHNICAL SYSTEMS:
Its not simply a structure the organization chart reflects only one sub system of the overall organization. Trist & his associates at the Tavistock Institute.
- a structure
- a technological system &
- a social system
THE CONTINGENCY APPROACH:
The structure of organization change with its circumstances.
1. Keep looking to your circumstances
2. keep changing to your circumstances
The benefit for this is that people are flexible.
8. THE NEW ORGANIZATION
The adoption of classical management principles has meant that organizations developed the following characteristics:
(a) Relief in universal laws
(b) Very tall structures with close supervision at every level
(c) Hierarchical control
(d) Problem solving
(e) Single function specialization
(f) Individualism
(g) Focus on tasks & responsibilities
(h) system
8.2 No competition = window watches
8.3 REASON FOR SHIFT:
1. Everything global
2. Everything new
3. Everything faster
4. Everything different
5. everything turbulent
8.4 ESSENTIAL OF NEW WORLD ORGANIZATION
(a) Work units
(b) Jobs
(c) Roles
(d) Values
(e) Managers
(f) Executives
(g) Structures
8.5 DIFFICULTIES
1. Centralizing
2. Centrifugal
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