organizational behavior: a management challenge chapter 1 lawrence erlbaum associates, publisher,...
TRANSCRIPT
Organizational Behavior:A Management Challenge
Chapter 1
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.1
• Management: A Prescriptive View
Chapter Overview
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.2
• Organizational Behavior: A Descriptive View
The Organization
…is the form of every human association for the attainment of a common purpose…
the framework of every group moving toward a common objective…It refers to the complete body, with all its correlated functions…It refers to the coordination of all these [functions] as they cooperate for
the common purpose.
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.3
(J. D. Mooney, The Principles of Organization, 1939)
The Knowing-Doing Gap
The differences between what management believes produces success and what is actually practiced in their organizations
- Pfeffer and Sutton (2000). The Knowing-Doing Gap.
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.4
Closing the Knowing-Doing Gap
1. Understand why before how
2. Knowing comes from doing and teaching others how
3. Action counts more than elegant plans and concepts
4. There is no doing without mistakes
5. Fear fosters knowing-doing gaps; drive out fear
6. Fight the competition, not each other
7. Measure what matters
8. What leaders do, how they spend their time, and how they allocate resources matters
1.5Lawrence Erlbaum Associates, Publisher, Copyright 2002
Planning
Organizing
CoordinatingCommanding
Controlling
Management: A Prescriptive ViewFunctions of Management
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.6
Organizational Behavior:
• Conflict
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.7
• Uncertainty
• Complexity
A Descriptive View
Organizational Goals
Formal Organization
Efficiency and Effectiveness
Informal Organization
Individual Goals
Politics and Power
Conflict in Organizations
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.8
Sources of Uncertainty
Internal
Individual: PerceptionsGoals/Motivations
Organizational: Means-ends
relationships
Organizational goals
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.9
Sources of Uncertainty
External
Constant Changes:
In the workforce
In values and expectations
In technology
In the legal environment
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.10
The overwhelming number of
concerns that managers must
keep track of and manage
Complexity
Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.11
The Organizational “Iceberg”
The Formal Organization
Mission/ goals Operating policies
Hierarchical levels
Personnel practices
Measures of efficiency
Job descriptions
Emotions
Group sentiment and norms
SatisfactionThe Informal Organization
Emergent power
Role perceptions
Trust
Relationships
Source: Selfridge, R. J., & Sokolik, S. L. (1975). A comprehensive view of organizational development. MSU Business Topics, 47. Lawrence Erlbaum Associates, Publisher, Copyright 2002
1.12
From The Nature of Managerial Work by H. Mintzberg, 1973.
Managers’ Activities
Scheduled Meetings - 59%
Unscheduled Meetings - 10%
Tours - 3%Desk Work - 22%
Telephone Calls - 6%
Distribution of Hours Distribution of Number of Activities
Scheduled Meetings - 19%
Unscheduled Meetings - 19%
Tours - 5%Desk Work - 33%
Telephone Calls - 24%
1.13Lawrence Erlbaum Associates, Publisher, Copyright 2002