Concordia University
OMP-4020 Systems Approach to Organizational Change
Cohort Group: OM30
May 21 – June 25, 2012
tom.chekel@cuchicago.edu
tomc8308@comcast.net
tomconcordia.wikispaces.com
Session 2
June 4, 2012
Session 1 – Managerial Competencies – Comments and/or questions thus far?
Review of Hellriegel Chapter 2 Text – Management & Systems Theory – Week 1 Carry Over
The proponents of these theories date back to the late 1800’s and early 1900’s. Why is it important, 100 years
later to understand their theories?
Traditional Viewpoint: 40-41
Bureaucratic Management – Max Weber (1864-1920).
Rules, set hierarchy, clear divisions of labor, detailed procedures, authority structure, lifelong career
commitment???
Scientific Management – Frederick W. Taylor (1856-1915)
Management based on facts & observation, not hearsay or guesswork.
Administrative Management –Henri Fayol (1841-1925)
Focus on the manager, managerial functions (planning, organizing, controlling, leading), formal
structures, unity of command.
Behavioral Viewpoint: 53-57
Mary Parker Follett (1868 – 1933) involvement of workers in problem solving, viewed management
as a dynamic, continuous process rather than a static one.
Chester Barnard (1886-1961)
Organizations require social systems that require employee cooperation to be effective.
The Hawthorne Contributions
When employees are given special attention, productivity is likely to change regardless of whether
working conditions change (known as The Hawthorne Effect).
The Hawthorne Effect - Why is it important to understand the concept? What does it tell us from a
behavioral viewpoint perspective?
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Systems Viewpoint: 57-60
Systems concepts - Problem solving via diagnosis of inputs, transformation processes, outputs and
feedback.
Quantitative Techniques – direct action based on economic criteria, mathematical models and
computer power.
Contingency Viewpoint: 61-62
“Situational approach – management practices consistent with requirements of external environment,
available technology and processes used to provide products/services, and capabilities of those
working for the organization.
Quality Viewpoint: 63-64
How well does a product/service do what it is supposed to do!
Total quality management / W. Edwards Deming (1900 – 1993)
Godfather of the quality movement – poor quality is 85% management issue and 15% worker issue.
Discuss Deming…
Statistical process control Six sigma – defects measured in parts per million
Questions for discussion and reflective thinking:
Reflecting back on your assessment evaluation, which management theory would appear to be the best fit for
you and your management style if you were running an enterprise? Which appeals to you the least? Why?
We will discuss questions 1/5/6/9/12 on pp. 71-72.
Hellriegel Chapter 2 Text – Management & Systems Theory/Systems Viewpoint (p.57-58)
Inputs/Transformation/Output/Feedback
Review Hellriegel text and be prepared to complete input/output chart for your department or organization
using Worksheet 3.1, (p.13) in your Learner’s Guide. We will complete the exercise and discuss in class.
Text Review: From The Organizational Behavior Reader: “The Leader’s New Work: Building Learning
Organizations – Peter Senge
What is a “learning organization and what will be the unique demands on leadership? We will review the
article and discuss in-depth.
Hellriegel Chapter 3 Text – Making Ethical Judgments (pp. 91-92)
Complete Managerial Values Profile Questionnaire (Table 3.3) in Hellriegel (p.93) and be prepared to discuss
your profile and what it means in class.
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Class Discussion – From Hellriegel text, Chapter 3 (pp. 72-108)
How important are ethics to individuals and organizations?
The four (4) influences that shape ethical conduct.
 Cultural
 Legal and regulatory
 Organizational
 Individual
Approaches to ethical decision-making
 Utilitarian
 Moral rights
 Justice
Stakeholders
 Social Responsibility/Sustainable Development/Evaluating Social Performance
 Stakeholder pressures (Table 3.4 p. 102)
 Sustainable development
 Evaluating social performance
Small group discussion breakouts: Scenarios 1/2/3, p. 109
Questions for discussion and reflection: # 3/4/6/7/8 on pp. 107-108
Final question on the subject: your thought(s) on personal & business ethics. How important are they to you
on a personal level? On a business level?
Class Discussion – From Hellriegel text, Chapter 4 (pp. 113-143)
How do economic, demographic and cultural values affect organizations?
The Environment
 The general environment
 The economy
 Changing demographics
 Cultural impacts
Your value system/power distance/uncertainty avoidance/individualism/gender-role orientation/longterm orientation/managerial implications.
Competitive Forces In An Industry
 Competitors/new entrants/substitute goods and services/customers/suppliers
Political-legal Forces
 Negotiation/lobbying/alliances/joint ventures/representation/socialization
Technological Forces
Workplace implications/strategy implications/manufacturing and distribution implications
Discuss questions # 1/2/4/7/9 on p.143
Extra credit exercise – Worth five (5) points! See our Wiki site for details…address is at
the top of the page!
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