power points used Sep 14 and 28, 2010 by Torbjörn Stjernberg

Some perspectives on organization
T aylor (1856 - 1915)
Fayol (1841-1925)
Weber (1864 - 1920)
Mayo (1880 - 1949) , Roethlisberger, Dickson
Barnard (1886 - 1961)
Likert, ( 1903 - 1981, Michigan )
Lewin, (1890 - 1949, MIT)
, Blake, Beckhard
Foote Whyte (1914 - 2000)
Bion (1897 - 1979) , Jacques (1917 - 2003, Tavistock
T rist (1909 - 1993) , Emery (1925 - 1997, Tavistock
Thorsrud (1923 - 1985), Herbst (WRI, Oslo)
Michel, Etzioni
Gouldner, Dalton von Bertalanffy, Ashby, Boulding
Simon, Katz & Kahn,
Burns&Stalker, Lawrence&Lorsch
Hannan & Freeman
Pfeffer & Salancik,
Scientific management
General principles of management
Legitimate authority and bureaucracy
T he law of the situation
Human relations school
Stake-holder models, Cooperative system
Survey feed-back as OD intervention
Learning and leadership processes, Action research
OD, Group dynamics, Action research
Ethnographic approach, Action research
Group dynamics, Culture
Socio-technical systems theory, Action research
Conflict models
Open systems perspective
Systems theory
Contingency theory
Organization ecology
Resource dependent system

A: The Relay Assembly Test Room 1924-32
Stage 1 (Phase I, 3 months; Phase II, 7 months; Phase III, 14 months)
5 girls (of which 2 were exchanged after Phase II), 30% increase in productivity caused by changes in mental attitudes rather than physical working conditions.
Stage 2: 9 weeks: 5 other girls, 12 % immediate increase caused by group rather than factory bonus.
Stage 3: 2 years, 5 other girls, 15 % increase due to friendly supervision, rest pauses, etc. during first 14 months, then declining productivity.
B: Bank Wiring Test Room: 1931 Observations and interviews
“The function of restriction of output … is to protect the worker from management’s schemes” (Dickson quoted in Hoopes, 2003 p 152)
C: The Interview Program: Training interviewees (and supervisors) in
“therapeutic interviewing skills”, aiming to interview every worker
D: The Counseling Program

Analyze the situation.
What are the strengths, weaknesses, opportunities and threats (SWOT) of the work organization in the example?
Give your recommendations to the production manager about how to develop the work organization.
Give your recommendations to the human resource manager about how to develop the work organization.
Give your recommendations to a joint management and union committee about how to develop the work organization

Typology of production systems
1A
Work
PERFORMED
BY
Worker
Work
MONITORED
BY
Foreman
Work
PACED
BY
Line
Strategy for
CONTROL
Surveillance
Studied
CASE
TAPETSERI
1B
1C
2
Worker
Worker
Mac hine
Foreman
Foreman
Worker
Balances
Customer
Capital utilization
Quality demands
Measurements
Dead-line
Through-put time
Quality control
When the mac hine break s down, the situation is lik e 1C
3 Worker Customer Availability
Bookings
Sales
BERGBORRMONTERING
FÖRETAGSTARIFFERING
POLISEN
LANTMÄTERIET
REPARATIONSVERKST.
BILSKADEREGLERING
PROGRAMTILLVERKNING
PRESSVERKSTAD
PAPPERSBRUK
KAROSSERIFABRIK
KOPPARVERK
KONSUMBUTIKER

Leavitt's diamond
Harold J. Leavitt "Applied Organizational Change in Industry: Structural, Technological, and
Humanistic Approaches" in James G,. March (ed.) Handbook of Organizations . Rand McNally, 1965;

Motivation theories such as those formulated by
Maslow
(fysiological, security, social, esteem, self-actualization needs)
Herzberg
(satisfiers and motivators)
Vroom
(Force to perform act i = Valence of outcome j x Expectancy that act i will lead to outcome j.)
Hackman & Oldham
(motivation depends on perceived meaning, responsibility and knowledge of results, i.e. work content, autonomy and feedback)
Work organization principles such as
Job rotation
Job enlargement
Job enrichment

• Variety & challenge: Reasonably demanding and with some variety
• Continuous learning: Be able to learn, but neither too much, not too little
•
Discretion, autonomy: Own area of decision-making
• Recognition & support: Some social support and recognition at the workplace for what one does.
• Meaningful social contribution: To be able to relate what one does and produces to a larger social life, to afford dignity
• Desirable future: To feel that the job leads to some sort of desirable future (not necessarily a promotion) based on Eric Trist (1981) The evolution of socio-technical systems; a conceptual framework and an action research program. Ontario Quality of Working Life Centre,
Toronto Ca.

Hackman's & Oldham's Job Characteristics Model
DESIGN
PRINCIPLES
Combine tasks
Create "natural" task areas
CORE JOB
CHARACTERISTICS
CRITICAL
PSYCHOLOGICAL
OUTCOMES
STATES
Skill variety
Task Identity
Task significance
Meningfullness
Autonomy
Responsibility Motivation
Establish direct contacts with internal and external customers
Feedback from job
Knowledge of results
Increase autonomy
Create channels for supporting feedback
Moderators:
Knowledge and skill
Growth need strength
"Context" satisfactions
J. Richard Hackman & Greg R. Oldham, Work Redesign. Addison-Wesley, 1980

• Optimum variety
• Meaningful pattern of tasks
• Optimum length of the work cycle
• Suitable standards for quantity and quality and feedback of knowledge of results
• Inclusion of auxiliary and preparatory tasks
• Inclusion of some degree of care, skill, knowledge or effort that is worthy of respect in the community
•
The inclusion of some perceivable contribution to the utility of the product for the consumer based on Eric Trist (1981) The evolution of socio-technical systems; a conceptual framework and an action research program. Ontario Quality of Working Life Centre, Toronto Ca. p 31.

JOINT OPTIMIZATION OF SOCIAL AND TECHNOLOGICAL SYSTEMS AS A
SOCIO-TECHNICAL SYSTEM
Organizing groups rather than individuals
Redundancy of functions rather than redundancy of parts
Minimum critical specification design rather than complete specification design
Requisite variance
Self-regulation
Boundary-control based on Eric Trist (1981) The evolution of socio-technical systems; a conceptual framework and an action research program. Ontario Quality of Working Life Centre, Toronto Ca.