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Study these theories.

MORGAN METHAPHORES THEORY OF MINTZBURG DRUCKER FAYOL ERIKSON EYSINCK TUCKMAN Organizational Behavior and Management. Chapter 1 The nature of organizational behavior = the factors that influence decisions and actions of people as members of a work organization. Organizational behavior = understanding individual and group behavior and patterns of structure in order to improve organizational performance and effectiveness. Organization consist of formal, overt aspects (technology, rules, formal goals). And behavior covers aspects (attitudes, personality, and conflict). Interrelated dimensional in an organization: - Individual Needs, expectations conflict, frustrations. - Group Formal and informal groups. hierarchy and leaders - Organization formal structure, directing for goals - Environment external, internationalization, technology, social and cultural aspects effects people + strategy. All these points influence individuals and groups. A Multidisciplinary approach: Psychology (personality = attitudes, motives and perception) Sociology (social system = relationships, maintenance of order) Anthropology (Cultural system = beliefs, customs, ideas and values) Made up factors: political science (rules, law) Economics. Machines = Orderly relation between clearly defined parts form of bureaucratic structure offers continuity, security and clarity. But: might limit development of human capacities. o Suitable for stable, protected environment. Brains = inventive, rational thinking, flexibility and creative action o Challenge: new organization form for intelligent change and dispersing brain-like departments. Cultures = complex systems made up of own set of ideology, values, rituals and system of belief and practice. Political systems = All about power, authority, superior subordinate relationships, conflicting, interests pursuit of special interest.

Psychic prison = Psychic phenomena created. Sustained by conscious and unconscious processes, own will constrained by psychic prison, affecting representation of the company. Flux and transformation = constant state of flux. Shows sources, and logic of transformation and change Instruments of domination = social domination, imposing will on others, asymmetrical power relations. Goals of a few achieved by efforts of many, Mode of social domination and control or the members. 3 main types of orientation to work. Instrumental orientation = work is central life issue, means to an end, word-related non-workrelated activities Bureaucratic orientation = Central life issue, sense of obligation, involved in career, work-related and non-work-related things closely linked Solidaristic organization = group more important than organization, all activites linked to workrelated ones. In general = identification by work! Role of management as an integrating activity. Individual and groups = needs, expectations manager improve people organization relationship organization = goals ideology. Psychological contact Expectations of employees and organization. balancing by raing (light example) communication, listening, knowing (the employees and their wishes, ambitions) And rewarding (money not effective! Personal contract) Change: Acceptance of master and servants, see them-selves as a recourse, no life-long employment fear, instability but companies must try to create value and keep people in the company. The Peter Priciple: In a hierarchy everyone tends to rise to their level of in competence. People climb the hierarchy until they are incompetent. But: Promotion gained by Pull (marriage, acquaintance) or Push (study and training) Push only in small firms. Parkinsons Law: Overworked people create own department, so in the end there are more employees than necessary domino-effect money intensive. National culture is affected by language, legal and political systems, values, religion and education.

Chapter 4: The individual individual differences and diversity. Nomothetic (latterly proposition of the law) approach to personality: Personality is mainly determinate by genes, inheritance and early experience have a small impact. Behavior can be predicted to a big extent there are identifiable traits and inherited characters. Idiographic approach: Personality = culmination of experiences, shaped by environment (people, circumstances) personality is unique and cannot be tested. Because it is not sure if it is the true person or mask. environment influences person, questions may force responding untrue answers, instead: openend questions. Eysencks personality dimensions: (belongs to nomothetic) Extraversion Introversion Emotional stability Emotional instability. Eriksons 8 stages of personality development. (ideographic) Trust Mistrust Autonomy Doubt Luitiative Guilt Intelligence: - Nativists (inherited) Empiristics (environment, learned) - Nature of intelligence = hierarchy: General ability specific ability (major & minor factors) - Guilford: intellect model: 120 different abilities content (subject), operation (action), product (form of process) Emotional intelligence = understand feelings and react: Self-awareness Focus on own feelings - Social awareness recognize others emotions - Self management control own feelings - Relationship management conflict management, teamwork, react on other feelings. Attitudes: Learned throughout life, limitless, can change - Attitude = providing a tendency to respond in one way - Beliefs = knowledge about the world, perception of reality - Values ideal situations, how world should be Functions: - Knowledge (basis for interpretation, classification) - Expressive (indicate values to others, express self concept) - Instrumental (experience maximize rewards, avoid sanctions) - Ego-defensive (protect ego from undesirable truth) o Change peripheral attitudes, keep central attitudes to avoid cognitive dissonance (conflicting attides hold) Diversity: - Challenges: must overthink own values, requires different communication, teambuilding maybe harder. - Possibilities: take over passive aspects, less informal groups.

Chapter 8: Teams and leadership - Nature of work groups and teams Group People interacting with each other, being psychologically aware and perceiving themselves to be a group Follow characteristics: Definable membership, group consciousness (feeling part of the group), Sense of shared purpose/goal. Independence, interaction. Ability to act in a unitary manner. Differences between group and team: Belbin. Group: Size: Medium Large Selection : Loose Leader: Probably solo Perception: Focus on leader Style: Comes together at leader Spirit: Distinguish from other groups

Team: Limited, ideally 4-6 Crucial, distinction between others Shared or rotating Shared knowledge, equality Roles spread, no leader Focus on work

Formal groups: Planned by organization due to defined roles Informal groups: Arise from interaction, same attitude, behavior, goals, based on personal relationship. - Mostly do not respect formal groups, work in other direction, exclude people that actually belong to the formal one and disrespect hierarchy. - Have their own leader, rules and sanctions. Function of formal groups: - Culture/perpetuation = group based on set of value, norms and beliefs - Maintenance of communication system: o Get information about policies, motives behind actions and everything that can effect themselves. - Implementation of social control o conformity by violence, ridicule - Provision of interest, fun in work life o compensate few prospects and monotonous work by interpersonal relations Cohesiveness van be supported/increased by similar work tasks, same location, good communication (technology), was of management (trust, help, empowerment), promotion and rewards, success and common external threat.

Development of group to team: 1. Forming = purpose, roles, structure given 2. Storming = conflict and hostility, new arrangements 3. Norming = guidelines, standard, behavior norms. 4. Performing = focus on task, purpose, work most effective 5. Adjourning = group falling apart when task done loss/sad Social and self-categorization - Self perception categorize other : same/different o Categorize other into groups, feel part of one group o Group membership influences our self-perception and behavior! - Disadvantage of strong cohesive groups: o Only higher output if agreeing with companys goals.

Chaper 11 Nature of management role of the manager. Managers, born or developed? Management as : WATSON Success guaranteed!: - Art: Born intuition, intelligence, personality developed trough practice - Science: Learned needed knowledge, learned applying acquired skill and techniques - Politics: Able to work out unwritten laws of life, playing game he wins Execution of power - Magic: persuade of own power manipulation Main Job: improving people/organization relationship by creating an organization climate in which people work willingly and effectively Manager is stuck in the middle between achieving goals and objectives of the company and satisfying the needs and expectations of the employees. Managerial tasks: FAYOL: - Planning: forecast, setting goals and objectives - Organizing : preconditions for carrying out tasks - Command: keep people working towards organizational goals - Coordinating: unifying and harmonizing activities - Control: control if executed like planned, said. If group sets a low output norm, output will fall and stay. Strong groups will come up with hostility towards old groups.

Role: expected pattern of behaviors associated with members occupying a particular position or perception of own situation. - Role incongruence: occupying high and low position Potential balance of authority. - Role conflicts: unclear, inappropriate role definition - Role incompatibility: inconsistency due to contradictory roles - Role ambiguity: unclarity (onduidelijkheden) due to insufficient definition - Role over-/under load: Too many/different expectations conflict priority o Often found in matrix structures and flexible project teams. FAYOLs principles of management: - Division of work - Authority and responsibility (best guard against abuse: integrity) - Discipline (manager must have sanctions) - Unity of command and direction (one head, one plan) - Subordination of individual interest to general interest - Remuneration of personnel (payment satisfying, fair) - Centralization - Scalar chain (authority down the line of levels) - Order (good organization and selection, everything on its place - Equity - Stability of tenure of personnel (better same managers) - Initiative (should be encouraged and developed, retain respect) - Esprit de corps (harmony among people important, unity of command, better personal contact, avoid self ruling teams) New principles for effective and efficient management: - Mange information through people SHARE IT! - Change is a constant, must be managed o Situation/contingency management as reaction - Technology is future - Relationships matter empowerment, attention - Investment in training and development is important interest - Measure only against the best never satisfied, keep working - Market is global - Unity of direction is important no informal groups! - Equity is expected - Initiative is important

Tasks of a manager: DRUCKER - Fulfilling purpose and mission of institution - Making work productive and workers achieving - Managing social impacts and social responsibilities Five basic operations: 1. Setting objectives: Goals, methods to achieve 2. Organization: activities needed, divide work, selecting staff, crating structure 3. Motivation and communication 4. Measurement 5. Development of people: directing, encouraging and training. a. Manager as role model/example : giving vision and ability to perform. Info info DIRECTORS MANAGEMENT EMPLOYEES Policy policy Passing on information by: - Clarification of objectives (telling clear instructions, best if by Management By Wandering Around (MBWA), to hear what employees have to say) - Planning and organization (sharing/dividing work) - Directing and guiding - Controlling (the higher trained/educated, the less control necessary, but still control and listen) Difference between private enterprises and public sector: - Well-being instead of commercialization - Higher scale and variety of operations - High level of controls, legislation and ministerial guidance - Less cohesive groups due to elected members - Influence of trade unions missions of higher - No work measurable due to service, therefore costs and profits not calculated. - Uniformity of treatment - Rigid HR policies (fixed salary, set promotion/career procedure) o Increased bureaucratic General problems occurring are: - Effective/efficient operations - Clear aims and objectives - Suitable structure - Essential administrative functions

Managers roles: MINTZBERG - Formal authority and status - Interpersonal roles: o Figure head: representative of company o Leader: Authority, responsibility for staff o Liaison: link between environment and organization and within. - Informational roles: o Monitor : seek and receive info o Disseminator: spread info, nerve system o Spokes person: contact to externals - Decisional roles o Entrepreneurial: take action to improve, o Disturbance handler o Recourse allocator o Negotiator: agreements What great managers do: Know abilities of everyone and integrate them. Entrepreneur: Someone who does the right things Manager: Someone who does the things right Ordered actions executed correctly BUT: Must be entrepreneur sometimes and take actions = doing right (for him) Qualities of a manger. - A manager should have technical competence. This means knowing the product process for training and division. - Social and human skills. Teamwork, leadership and emotional intelligence. - Conceptual ability = refers to external environment and community influences from and on environment (law, demographic change and pollution) Situational management Situation: Use interactive and thinking tools Who to involve? Competence? How to involve? How to take/sustain action?

Chapter 14: Structures of organization organization strategy and structure. Difference public sector private enterprise: - No objective of gaining profit, but strategy formed by public policy, bureaucracy, battle for recourses from government. - Strategy must show values/decisions, slower, complex Synergy: Merging two companies/company parts that do not build a whole new firm together 2+2=5 Negative synergy = strategy determined by priority of maximizing opportunities and limited by risk. E-business as input (info-share quick and easy, communication, global marketing research, shopping 24 hours on every location, economic growth) output = threat. Analyze business environment : SWOT Internal : Strengths and Weaknesses External: Opportunities and Threats + Quality results through people in thought. Organization goals = mean to analyze progress Should be: Understandable, realistic, achievable, contain a time element measurable. Carefully drawn (broad enough), subject to alignment (combined with others) Goals can be better reached in case of: Empowering people And control progress. On condition of: o Clarity (to what extent) o Prudence (only if no risk) o Alignment (all same treated) Control only possible if progress/activity measurable Formal goals can only be reached if informal goals are the same or want to be reached by same activities. Objectives: Goals, aims, desired and-result Policy: Rules, plans, procedures to achieve goals. External environment influences goals, objectives Adapt policy, strategy? Use new inputs? Series of activities. Goal outputs.

3 levels of an organization: 1. Technical: discrete tasted, actual job to be done 2. Managerial: Co-ordination, integration of work 3. Community/institutional level: development of organization, relation to community Middle and senior managers. Senior must work harder because of the 45% more workload, but only get a bit more money. Important decisions on his shoulder. Senior sets the goals, and middle managers make it happen. Task functions: directed towards end result, development, production, marketing, finance for resources. Element functions: Make task functions possible. PR, Human Resource Management (HRM), quality control. HRM in service organization. The task/function of HRM is the customer contact. Advantages of centralization. - Common policy easier - Consistent strategy - Sub-units cannot become too independent - Easier coordination & management control - Reduction on overhead costs, better economics of scale - More specialization, better facilities and equipment - Fasted decisions, less compromises due to diffused authority Advantages of decentralization. - Decisions closer to operational level - Local circumstances important - Better personal customer service - More flexible development - More effective services(administrational) because close to activites - Possible training and development in management - Usually more motivation Principles of organization - Principle of the objective: Every part expression of purpose - Specialization: members activity restricted to one single function - Co-ordination: Company: unity of effort - Authority: clear line of authority - Responsibility: superior responsible for subordinated acts - Definition: content of position, authority responsibility clear - Correspondence: responsibility and authority should correspond - Span and control: not more than 5-6 subordinates - Balance: various units kept in balance - Continuity: reorganization as continuous process

Span of control: Number of employees responsible for task. Should not be more than 5-6 Too wide More stress on manage because good communication becomes impossible, informal groups and leaders more likely Too narrow Communication between whole firm difficult due to large number of managers, subordinates might suffer from heavy supervision, increase in administrative costs, more levels of authority long chain of command. Influences on span of control: - Complexity of work, similarity of functions - Managers ability coping with interruptions - Available time of manager left for subordinates - Motivation of staff, extent of direction needed - Effectiveness of coordination, communication, control systems - Location and spread of subordinates - Length of scalar chain/chain of command Chain of command: Chain of hierarchical command, vertical graduation of authority. - Flat hierarchical structure = few levels, better decision-making and communication, cheaper, but maybe more authority and control empire building, unnecessary work due to new position, huge span of control. - Tall hierarchical structure = many levels, slower decision, but narrow span of control. Change in hierarchy. People see themselves as recourse, want to be consulted, not told what or what not to do, authority less acceptable (if not done the right way). Unequal people must be treated equally. The more educated, the less hierarchy and control needed, but listening important. Formal organization relationships. Line relationship: Authority vertically down, each subordinate has one superior. Functional relationship: one specialist offers service to every department, but has no authority. Still, direct superior and staff as subordinates Staff relationship: personal assistants to senior members, little or no authority gate keepers Difference to functional, on own staff: subordinates, in some cases authority over subordinated staff. Lateral relationship: between different departments, often on the same level, co-operation. o In practice often informal relationship because depend on staff.

Line and staff organization. Line organization: Functions needed to achieve objectives, direct chain of command. Staff organization: specialist advising, supporting Line of authority kept up + specialists used!

Difficulties with line and staff relationships. - Distinction between essential to operations and auxiliary function. - No full acceptance of the other side o Staff unnecessary interference, no knowledge about practical realities, easier job (no responsibility. o Line managers do not appreciate advice, persuasion to act upon advice often hard. Matrix structure. Exist of functional departments (line authority, department), as stable base and project teams/product/program (different functional departments, often temporary) Two way flow of authority and responsibility: o Vertically in functional departments line authority o Horizontally across functional departments Suitable if: - More than one criterion existing (products, areas) - Need to process large amounts of information - Need for sharing recourses (specialist part-time used) Difficulties: - Direct report to project manager limited - Change not accepted, normal duties neglected - More complex structure as a result, two ways of grouping no unity of command, hard coordination. - Project managers authority over departments not always clearly defined - Teamwork needed for report to two managers, divided loyalties, role conflicts, loss of accountability. Advantages: flexibility (changing projects) - Greater security and control of project (2 mangers) - Opportunities for staff development (teamwork, changing jobs) Reason for importance of good organizational structure: - Illogical: Structure and definition important for clarity - Cruel: employees suffer most, blamed for poor results - Wasteful: No effective training, worker must fit to requirement - Inefficient: Managers play politics and exertion of power if there are no principles Consequences: - Low motivation and morale - Late and inappropriate decisions (poor coordination) - Conflict (no clear objectives, definitions) - No adapting to external change and opportunities - Rising cost (inefficient work, administration, many seniors.

Chapter 17: Coming soon!

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