Documente Academic
Documente Profesional
Documente Cultură
MPA 8002
The Structure and Theory of Human
Organization
Richard M. Jacobs, OSA, Ph.D.
A HUMAN RESOURCES SCENARIO
David Owen
18th century mercantilist
owned spinning mills throughout
Scotland
believed that worker productivity
could be improved by being attentive
to their basic human needs
provided workers a high standard of
living, including:
decent, clean housing
life-long educational opportunities
• preschool • progressive elementary
• day care and secondary schooling
• continuing adult education
in contrast to prevailing practice,
Owen trained his managers in
humane disciplinary practices...
...endeavored to make workers “origins”
rather than “pawns” of the organization
(de Charms, 1968)
Contrasting “pawns” and “origins”...
5. self-actualization
5
4 4. self-esteem
3. belongingness
3
2 2. safety, security
1 1. physiological
Chris Argyris (1957)...
M 2F A E
hygiene factors
motivators intrinsic
experiences enabling personal growth and
self-actualization in the work itself
doing complete jobs,
achievement
experiencing success
responsibility engaging in work design
and accountability
the work itself doing the job
engaging in new learnings,
advancement
developing expertise
...motivators build on hygiene factors...
motivators
hygiene factors
To inculcate higher motivation in workers,
managers and leaders should focus on:
using the organizing and planning
functions to encourage high morale
attending to the workers’ attitudes
not the work process
While attending to worker morale and
attitudes, managers and leaders recognize:
that workplace hygiene is primary providing
the foundation for motivation
that motivation to work is a psychological
process not a matter of a worker’s interest in
the job
that salary is a hygiene factor not a motivator
According to Herzberg’s two-factor theory of
motivation, the worst of all motivators is…
…an across-the-board salary increase
Douglas McGregor (1960)...
coercion
tight controls
threats
punishments
Theory X...self-fulfilling prophecies:
open systems
communication
self-managing teams
peer-controlled pay systems
Theory Y...management through:
open systems needs and tasks aligned
feelings of vulnerability
self-protecting behaviors
games of camouflage
deception
…and increase the probability of...
organizational
catastrophe
Model II problem-solving
process...
M
Mutually Assured Destruction
A
produces no winners
D
2. communicate openly and publicly,
testing one’s assumptions and
beliefs
1. develop a long-term
organizational commitment to the
philosophy of human resources
• build human resources in to the
corporate and incentive
structures
• develop quantitative and
qualitative measures of human
resources management
2. invest in people
• hire the right people and
reward them well
• provide job security
• promote from within
• train and educate
• share the wealth of success
3. deal directly with people
• engage in active listening
• provide accurate feedback
• search for common interests
• experiment with ideas and
proposals
• doubt one’s infallibility
• treat differences as a group
responsibility
4. empower people through work
redesign
• provide greater autonomy and
participative management
• focus on job enrichment
• emphasize teamwork
• ensure egalitarianism
• provide opportunities for
upward hierarchical influence
Because change causes people to
feel incompetent, needy, and
powerless, providing for the
development of new skills, creating
opportunities for involvement, and
providing psychological support are
essential managerial/leadership
tasks.
Using human resources theory...
…catalysts
effective managers and leaders are …servants
…support
whose primary concerns are
…empowerment
Human resources tasks for
managers and leaders...
…wimps
ineffective managers and leaders are
…pushovers
…making people
whose primary concerns are happy
…managing by
abdication
Strengths of the human resources
theory of practice...
…personal
…practical
…naïve
…optimistic