chapter 14: the organization and you science 295 dr. cahill
TRANSCRIPT
Chapter 14: The Organization and You
Science 295Dr. Cahill
Structure, policies, procedure, culture Elements of an organization
There are 5 basic elements which interact to define a company and determine the role of its employees:1. Strategy – the company’s plan for success2. Structure – corporate hierarchies3. Conduits – channels for allocating, controlling and
tracking resources4. Rules and regulations, policies and procedures 5. Social climate/culture – employee’s feelings about the
company and behaviors and feelings within the company
Structure, policies, procedure, culture Strategy
The plan that the company has to succeed in achieving its goals
Guides the company’s operations and determines specific tactics
Structure Outlines the hierarchies within the organization Determines accountability and authority within its
ranks; defines the relationship between the employees Each level has its own degree of responsibility and
authority Not as important in “mom and pop shops,” but
necessary in complex organizations
Structure, policies, procedure, culture Fixed structure
Unity command principle – each employee should be accountable to only one boss (figure 14.2) Allows clear communication up and down the chain Each department has several employees at the same
level who perform specific tasks Does not allow for job enlargement and enrichment
Flexible organization (figure 14.3) Employees have multiple roles which overlap the
once separate areas Suitable for problem solving teams capable of
working together to perform tasks
Structure, policies, procedure, culture Conduits
System by which information travels throughout an organization
Official structure provides the channels by which people, money and equipment are properly allocated, controlled and tracked
Rules and guidelines Policies and procedures govern an organization’s
conduct Policies – medical benefits, retirement plans, paid
vacation Procedures – guidelines by which employees should act
Structure, policies, procedure, culture Company climate and culture
Norms, beliefs, rites, rituals, behaviors and practices of the members of an organization
Social climate and culture have become major determinants of employee happiness
Cultures vary widely today with new work environments of telecommuting, casual work environment and focuses on individuality or team work
Structure, policies, procedure, culture Human system integration
The idea that people expect to have control over the planning and pacing of their work, have decision making responsibilities, and enjoy broadly defined jobs that provide feelings of responsibility and accomplishment
Macroergonomics is a system which recognizes the shift in the value system of the workforce today Organizations are less formalized Decision making is more decentralized in that tactical
decisions are delegated to lower level workers Work systems are participatory in nature
Structure, policies, procedure, culture The human is in the center
A good fit between the organization and the employee is necessary for efficiency
The individual is at the center of the organization’s operations because the company would not exist without its employees
Social contracts The unwritten, but understood relationship
between the workers and the organization employing them
Include appropriate pay, secure workplace, health and retirement plans in exchange for reliable, hard work
Design for motivational performance Social climate and structure depend on company
design They both affect the emotional states of employees and how
they feel about their company and jobs Ex. Large, well established advertising agency vs. Small
advertising agency just starting out
The individual in an organization The person is the organization’s most important asset;
therefore it is important to find out what influences the employee’s state of mind
Individuals are unique Assembling individual into a team is a complex task; hard to
make sure all personalities work well together the organization has limited possibilities in hiring
employees, so it is better to design tasks to fit the individual
Design for motivational performance APCFB model
A method of explaining why people act the way they do States that a person’s Assumptions, color the Perceptions
of a given event, leading to individual Conclusions which create Feelings and result in Behaviors
Individual behaviors to one common event can be very different
Motivation The attitude toward attaining a goal Theories used to explain behavior:
Maslow’s Hierarchy of needs and Alderfer’s ERG theory – both state that individuals continuously strive to meet certain needs which drives behavior
Expectancy theory – an individual’s motivation depends on the difference between what the work environment offers versus what the individual expects
Design for motivational performance Satisfaction
Some theorists believe it is determined within the individual and achieved when physical and physiological needs are met
Others focus more on external factors, such as social environment
Work conditions influence job satisfaction as seen in Herzberg’s 2 factor theory
Stress Some stress has a positive, driving effect in the
workplace Too much can have negative effects on a person’s
physiological and psychological well-being
Design for motivational performance Individuals react differently to stress, but in
general, some of the biggest stressors are as follows: Demanding jobs with high workloads Lack of control over work processes Overly complex task Isolation Monotonous jobs Nonsupportive/incompetent supervisors Technical problems
A good place to work A satisfying job meets physical needs through
appropriate income and psychological needs through professional recognition
Social comparison theories People assess their own feelings of job satisfaction by
comparing themselves to other people in similar positions
A positive place to work One of the US companies which was always one of the
“100 Best Companies to Work for” claimed the slogan:“Treat others the way they want to be treated. Strive for
mutual respect and for an atmosphere that makes people proud to work here. Provide career opportunities. Say thank you for a job well done.”
A good place to work Quality of life at and off work
Balance between work and life outside a job is critical to the health of the individual
Tight markets with small numbers of employees set up a situation in which employees may be overloaded with work
Technological developments can also lead to overtaxing employees
Stressed employees leads to reduced productivity and loss of staff
To avoid overwhelming employees it is important to limit working hours, allow vacation time, flexible schedules and saabbaticals
Summary People affect the way an organization functions, and vice
versa Good fit among individuals, work and organization is essential
for the company to run smoothly Motivating employees is complex but necessary for the
success of an organization Today’s employees expect recognition for their
performance According to human-system integration, employees
expect: Better designed jobs More freedom at work Greater roles in decision making Pleasing environments Amiable colleagues
Summary An organization must be human centered:
Body movement and thinking on the job stimulate alertness
A complex job enriches skill and motivation and generates satisfaction when completed
Flexibility and freedom of choice in task execution results in efficiency and productivity
Opportunities for decision making provide a feeling of responsibility that leads to performance-directed motivation and satisfaction
The organization that promotes participation enhances its members’ self development and self realization and furthers its own success