LEWIN: GROUP DYNAMICS
• LEWIN : RELATIONSHIP BETWEEN
ORGANIZATIONAL EFFECTIVENESS AND
GROUP FORMATION, DEVELOPMENT AND
BEHAVIOUR
• COCH & FRENCH: GROUP DISCUSSION LED
TO FASTER LEARNING AND HIGHER
PRODUCTIVITY
THE HUMAN BEHAVIOR SCHOOL:
THE NEO HUMANISTS
MANAGEMENT THEORIES
Lecture 16b
NEO-HUMANISTS
MASLOW'S HIERARCHY OF NEEDS
PHYSIOLOGICAL
NEO-HUMANISTS
MASLOW'S HIERARCHY OF NEEDS
SECURITY
PHYSIOLOGICAL
NEO-HUMANISTS
MASLOW'S HIERARCHY OF NEEDS
SOCIAL
SECURITY
PHYSIOLOGICAL
NEO-HUMANISTS
MASLOW'S HIERARCHY OF NEEDS
EGO
SOCIAL
SECURITY
PHYSIOLOGICAL
NEO-HUMANISTS
MASLOW'S HIERARCHY OF NEEDS
SELF-ACTUALIZING
EGO
SOCIAL
SECURITY
PHYSIOLOGICAL
NEO-HUMANIST: MCGREGOR
• WORK AS PERSONAL
DEVELOPMENT AND GROWTH
• THEORY X
• THEORY Y
ASSUMPTIONS:
THEORY X ---- THEORY Y
• DISLIKE WORK, AVOID IT
• DON’T WANT
RESPONSIBILITY
• PREFER TO BE
DIRECTED
• UNCONCERNED ABOUT
ORGANIZATIONAL
NEEDS
• RESIST CHANGE
• NOT INTELLIGENT OR
CREATIVE
• MANAGERS MUST
CONTROL, REWARD AND
PUNISH EMPLOYEES
• WORK - NATURAL AND
ENJOYABLE
• SEEK RESPONSIBILITY,
PREFER SELFDIRECTION
• WILLING TO WORK FOR
ORGANIZATIONAL
GOALS
• POTENTIAL TO DEVELOP
CHANGE
• INTELLIGENCE AND
CREATIVITY OF
WORKERS UNTAPPED
• WORK CAN ALLOW
WORKERS TO ACHIEVE
LIKERT’S FOUR SYSTEMS OF
MANAGEMENT
FOUR SYSTEMS OF MANAGEMENT
1. EXPLOITIVE-AUTHORITATIVE
2. BENEVOLENT-AUTHORITATIVE
3. CONSULTATIVE
4. PARTICIPATIVE
– TRUST BETWEEN EMPLOYEES AND MGT.
– WIDELY DELEGATED DECISION-MAKING
LIKERT’S LINKING PIN CONCEPT
FOR PARTICIPATIVE MANAGEMENT
PRES.
Mgr. Sales
Super
Super
Mgr. Finance
Super
Super
Mgr. Mfg.
Super
Super
LIKERT’S LINKING PIN CONCEPT
FOR PARTICIPATIVE MANAGEMENT
PRES.
Mgr. Sales
Super
Super
Mgr. Finance
Super
Super
Mgr. Mfg.
Super
Super
LIKERT’S LINKING PIN CONCEPT
FOR PARTICIPATIVE MANAGEMENT
PRES.
Mgr. Sales
Super
Super
Mgr. Finance
Super
Super
Mgr. Mfg.
Super
Super
LIKERT’S LINKING PIN CONCEPT
FOR PARTICIPATIVE MANAGEMENT
PRES.
Mgr. Sales
Super
Super
Mgr. Finance
Super
Super
Mgr. Mfg.
Super
Super
COMMUNICATION IN THE HUMAN
BEHAVIOR PERSPECTIVE
•
•
•
•
MORE OPEN THAN SCIENTIFIC MGT. MODEL
SUPPORTS UPWARD COMMUNICATION
SUPPORTS LATERAL COMMUNICATION
FACILITATES PARTICIPATIVE PROBLEM
SOLVING, PLANNING, ORGANIZING,
CREATIVITY
• CULTURE ASPECTS: SUPPORTIVE CLIMATE
THREE SCHOOLS OF ORGANIZATIONAL
BEHAVIOUR
SCI.
MGT
HUMAN
RELATIONS
1. IMPORTANCE OF
COMMUNICATION
NOT
RELATIVELY
2. PURPOSE OF
COMMUNICATION
RELAY
ORDERS
SATISFY
EMPLOYEES
3. DIRECTION OF
COMMUNICATION
DOWN
4. COMMUNICATION
PROBLEMS
BY
PASSING
HORIZONTAL
& VERTICAL
RUMORS
INTEGRATED PERSPECTIVES
SCHOOL
MANAGEMENT THEORIES
INTEGRATIVED PERSPECTIVES
• BOTH CLASSICAL AND HUMANIST
PERSPECTIVES FAIL TO ACKNOWLEDGE
THE ENVIRONMENTS IN WHICH
ORGANIZATIONS OPERATE
• INTEGRATIVE PERSPECTIVE RESPONSE TO
THIS FALLACY
• INCLUDES:
– CULTURAL MODEL
– SYSTEMS MODEL
CULTURAL MODEL: A REMINDER
ASSUMPTIONS ABOUT…
• RELATIONSHIP TO ITS ENVIRONMENT
• ABOUT REALITY
• HUMAN NATURE
• NATURE OF HUMAN ACTIVITY
• HUMAN RELATIONSHIPS
AN EXAMPLE
OUCHI: BEST TYPE OF ORGANIZATIONAL CULTURE IS
A COMBO OF
• AMERICAN TYPE A ORGANIZATION:
»
»
»
»
»
»
»
SHORT TERM EMPLOYMENT
INDIVIDUAL DECISION-MAKING
INDIVIDUAL RESPONSBILITY
RAPID PROMOTION
FORMAL CONTROLS
SPECIALIZED CAREER PATHS
NO SENSE OF “ORGANIZATIONAL COMMUNITY”
• AND JAPANESE TYPE J OF ORGANIZATION:
» JUST THE OPPOSITE
• TYPE Z (MANAGEMENT CULTURE ) ORGANIZATION:
» COMBINING INDIVIDUAL ACHIEVEMENT AND
ADVANCEMENT AND A SENSE OF COMMUNITY
SYSTEM MODEL: A REMINDER
• ORGANIZATION IS OPEN SYSTEM
• ENVIROMENT IS CRITICAL
• FIVE ESSENTIAL FUNCTIONS AND SUBSYSTEMS
• INPUT-THROUGHPUT-OUTPUT
• ALL-DIRECTIONAL COMMUNICATION
• REQUISITE VARIETY OF FEEDBACK
ESSENTIAL TO RESPOND TO ENVIRONMENT
SYSTEM MODEL: AN EXAMPLE
• SYSTEM THINKING: “THE FIFTH DISCIPLINE”
–
–
–
–
THINKING IN PROCESSES RATHER THAN INCIDENTS
SEEING WHOLES RATHER THAN PARTS
UNDERSTANDING DELAYED EFFECTS
SHARED VISION RATHER THAN INDIVIDUAL LEADER
VISION
– TEAM LEARNING RATHER THAN INDIVIDUAL LEARNING
THREE SCHOOLS OF ORGANIZATIONAL
BEHAVIOUR
SCI.
MGT
HUMAN
RELATIONS
1. IMPORTANCE OF
COMMUNICATION
NOT
RELATIVELY
VERY
2. PURPOSE OF
COMMUNICATION
RELAY
ORDERS
SATISFY
EMPLOYEES
ADJUST TO
ENVIRON.
3. DIRECTION OF
COMMUNICATION
DOWN
4. COMMUNICATION
PROBLEMS
BY
PASSING
HORIZONTAL
& VERTICAL
RUMORS
SYSTEMS
ALL
OVERLOAD
OMISSION