>P-allOW classical ineory o >Scientific Management(Taylor) one best Bureaucracy (Weber) 7 Administrative management(Fayol) structural way contingencies structuringas 2-direct supervision ofe mp. towards common Formal hierarchy siM (tures 7 For obj. C- identifying, arranging a seneduling ofac t C - SUPervision OFa ctivities Focus, a managers Strat ADeX OPCOVC ineory (Mintzberg) middlecine Modern or theory > where components Open, closed Systems Approach linking Insys >Sociotechnological Approach processes Envt contingency/simational Approach "ITO Open systems theory (Ratz & Kann) routput " (Ma40) Human Rel 4 interestshown Org (Barnard) movement(simon) by the Basic components ora/company any org: cooperation ~systems ofdisfactivites ~people Benavioral movement ~coordination towarda ~ sob I > Job 1 ER6 orNeeds (MASIOW) Hygiene >Achievementmotivation theory >SelfRegulation incory ReinforcementTheory ↳ 760al setting theory own i signif POWIr Affiliation comprenend defend ↓ Distributive DIP:direction. atit sitein MARS model ofindir Benavior part > Five Factor 3 model (Costa IMPACT theory IMPACT - e a I PATH GOAL (RyaneDec) theory planning, org, controlling Instrumental (POC employees) OF supportive (concern) IN competence - Participative (Share Achievement or. connection GROUP OUTOROUP Delegating recting oaching upporting P Relatedness/ Autonomy ③ W u I making U U.A in se let emp. (Setchallenging goalso participates reward in perf ⑪ ⑫ a TE UAE- ↓SOC ↑ FCC Tall Pros Based rep lines E - departments Divisional multidir; M Form >Client contingencies - making I ↳ External env't stable (mechanistic) Hostile (scarcity munificent Group Ambiguity differentiation simple integrated turns outits Injunctive (S02.app) snared meanings upset ales renaursed by mngt) 4VAR A Organic A mechanistic strategy available) productor services exceptions of analyzability:pred.) Norms Basic assumptions diverse resources) of variability:no. over 10 ad complex (resources are technology org 3 ↓ - dynamic (organic) decision making >Conflict culture organic SOC, d FOC >600 graphic ROK Org 4 >Product (Peter Waterman) < 19bOr >Hierarchy FlAt Functional a the ory (ODs) DIV. OF rationality self interesta consul ~ ↳ reluctant Autocratic II us > ↳ Trad A matrix, Teams, receptive CORSUl I re9S: & decen inthe bureaucrats; much, resisters leader process 2 Fundamental Traditional forg, changing altitudes testing theory Comm WOrkFlOW, Formal DOWer ↑Furmented agent, analysts ofdecision - COC elements:- soc Nun Autocratic I Org climate structure ford successful orgs are being run <Descriptive . · continuous IE Engineering social systems OCEAN ① exchange theory situational leadership - vroom-YetOn Model a yung is a IDIACD 3 self determination incory ↳ Leader-member persistence poor performance McCrae) Ord NOUROUTIN NE U IdIVISION OFIADOr patterns ofc oord, , forces - Hand theory I now intensity, Ned FB EvOl/Revol chance expressive character dissatisfied, ~ craft Change I well managed model SMART nOstile TAKLOver leadership style driving Rational choice UIE 0 state Restraining -> * procedural >Org Justice theory sense Invincible operant >expectancy theory (Uroom) I contingency unfreezing A progress (E. LOCKe) , parent, target Action Research model cuclical, participative ~methodological e social perspective Equity theory (Adams) Input (OutPUS 3 on the eart contingency model ROUtInerA moving ReFree Ind Achievement (McClelland) acquire bond ABCD Four drive theory and am depends model Lewin's change model IdINTIM autonomy feedback browin Relatedness MOTIVATOr theory (Herzbera) variety TASK PSLES EXIStenCe Theory (Alderfer) SKIll (Hackmane Oldham characteristics Theory 12 Factor > Lorsch model contingency >perrow's ACUIIIIOn-Premieran coord mech expectations theory >Hierarchy Steady ~ (Woodwards model & >Minizpera (McGregor incory xly (Lawrence 3 Fiedler's Authority Humanistic theories I (contingency overseas ~NIG entropy depends" "It contingency theory Offshoring EquiFinality cycle r 90al (Argyris) >Growth perspective 10 external employees, Int.FXS diff Inters eat - outsourcing ofenergy ~invoughput ~INFO InPUt >Behavior in Formal ) importation ~ Neoclassical ineory Hawthorne ord Characteristics of0.3. ↓ cutsons OFthE Joint optimization SUPBOrt technostructure Downsizing OOUIS diff OFrea. Work NANA & VAR NANA (the way the org positions inelt) turn innor;to cost strat A organic:compete A mechanistic:a cost strat Forces for change >COMPETITIVE A <Economic, global, political >demographic team structures to improve decision Appreciative Inquiry discovery A design a dream * delivering A destiny I a social dept - >Ethical Forces Prod (serv/read multismilled;produce - Types Team strategies for a resistance to self directed Advisory communication ↳ addH Employee engagement (only speedy Itneed For ecritical negotiation ↳ Management >Stress - changes a coercion 12 ams 4 A decision making authority team general dimension:MICS meaning storming counts in one's valuesystem Norm Impactmaking a difference * A competence A self self effectiveness determination sense responsibility +YPES OFCHAUAL ~ self initiated us ~ ↓ Evolutionary revolutionary is shared A ~define ~ to ~analyze measured variables ~Improve potential solutions I control ensure Reengineering ~ perf level remains fundamental rethinking Fundamental examination ~ Radical willingness to ~ or Adjourning > emotional experience make ofthe Org * degree ~somewhat crucial changes - descan process ISSUES response alternatives & clarity, accuracy role for limited duration a - shared resources ↓ sequential ~ Reciprocal - independent Work assemblyline Organic structures HORIZONAl communication reward - legitimate - upward Proficient(efficiency Task performance success Downward - Adaptive of accuracul (modify valian) proactive (proactives one person toward another commitment - - involving risk Affective (willingness) continuance Normative effort) (time (utang nd lobs 10 West trust;SanCIOUS I cant sustain MOTIVatiOn tO a team's recationship -> Affective LEAD mutual understanding on 4 Business Elements ① Product e ② Market Team Decision making ③ money Blocking ④ constraints - Prod (personal gain) Social Normative (sense ofduty ( OFability;more stable - (enjoy being in charges Identity Non calculative predictability;consistency emotional bond among team * Time why - directive, - atypical ~external compete challenges expectation Constraint's redesign - (ClarM) diff entry members;strongest & ~pooled Organizational Identification leve (trust) environment - expert referent ~Team Based at ACHOC - effective team ofan PROBRESOLUTION team cohesion customer ofwhatthe company does e Dramatic striking performance processes the silently independently evaluate coercive knowledge Based measurevariables critical blocking, eval app, confirmatory silently document ideas, describe ideas to others Interdependence trust Based sigma"statistics"DMAICS components A oft eams Brainstorming prod A TACTICAL (interest particular activity a performing * CalMlS SIX passion a orattraction person in situations Additive us subtractive for expertise * similarity positive -> potential speak freely, dont criticize, many ideas as pos. networked computers A CREATIVE(autonomy - possibility ream cohesion Team size Team Electronic main linked through into technologies ~member interdition imposed A Power on ~member of Brainstorming Add11:A ind Influence ~ 3 interdependent;autonomy rotation ofmembers recus to decision makers development Forming A respect leverage creative - making issue while maintaining other's pow for the temp/permanent can be communities ofPractice Empowermentmore power constructive A Nominal Groupthink pood/serv inForemiereinternetinre change :Learning complem.skills;same unit teams discussing conflict Evaluation Apprehension * PeOPI 4 JeaM * Pressure to conform A Work *Groupthink A team career paths indeedcareer hercanwaror I - lateral skill (lateral moves win the firm) a manager Dual career (technical specialists who becoming FXRS: Prod (Worker;completer Finisher,creator) maintenance (team facilitator;monitor A Leadership (leader;shapers eval) A Liason Function (Resource Investigator (