In this chapter we focus on the dynamic nature of the economy, and the corresponding dynamic characteristics of economic data. We recognize that a change in the level of an explanatory variable may have behavioral implications beyond the time period in which it occurred. The consequences of economic decisions that result in changes in economic variables can last a long time.
Trang 1THE EVOLUTION OF MANAGEMENT
THOUGHT, 6TH
EDITION
Electronic Resource by:
Regina Greenwood and Julia Teahen
Trang 2People and Organizations
Chapter Fifteen
Trang 3People and Organizations
William Foote Whyte (1914-2000)
Leadership Studies at Michigan and Ohio State with Rensis Likert (1903-1981), Ralph Stogdill (1904-1978) and Carroll L Shartle (1903-1993)
Trang 4People at Work – Micro View
Trang 5People at Work – Micro View
Jacob Moreno
Sociometry, trying to classify individuals into groups that were capable
of harmonious relationships.
Sociogram, mapping interpersonal preferences… there was a difference when preferences were for social vs task mates.
Psychodrama, a cathartic experience for an individual
Jacob Moreno,
courtesy of Dr Walter Logeman
Trang 6People at Work – Micro View
Kurt Lewin
Group dynamics and field theory – Gestalt notions for understanding individuals in groups.
Quasi-stationary equilibrium Groups never achieved a steady state but were continuously
in a process of mutual adaptation.
Trang 7People at Work – Micro View
Kurt Lewin and Leadership
During leadership studies, Lewin asked his counselors to role play democratic or
authoritarian styles and found what he
expected in boy’s reactions
One counselor, however, misplayed his
role and, rather than throwing the data
out, Lewin called this “laissez-faire,”
meaning no leadership
This style has persisted in the literature despite its inaccuracy
Trang 8People at Work – Micro View
Kurt Lewin and Changing
Behavior
Lewin’s found that group
participation facilitated
the change process.
His three step model is
still a foundation for
Lewin’s work became the
basis for sensitivity
training through his
influence on Leland
Bradford.Kurt Lewin (2008) In Encyclopædia Britannica. Retrieved December 10, 2008, from Encyclopædia Britannica Online: http://www.britannica.com/EBchecked/topic/338099/KurtLewin
Trang 9Changing Assumptions about People at Work
Trang 10Motivation – Abraham H Maslow
“humanistic psychology” was a revolt against
Trang 11Dynamics of need fulfillment or deprivation Hierarchy of Needs
Motivation – Abraham H Maslow
Trang 12The Journals of Abraham Maslow by Abraham Maslow The Lewis Publishing Company, 1982
Motivation – A.H Maslow
Trang 13Joseph Scanlon
Union official and
later a colleague of Douglas McGregor
Trang 14James F Lincoln
individual efforts based on skill ratings.
Wages and benefits were
comparable to the Cleveland area labor market
In addition, bonuses were paid for performance based on
quality and quantity of output
as well as self-management
Bonuses are substantial
Trang 16 Worthy at Sears, Roebuck argued for
flatter structures and decentralization
Also worked with the University of
Chicago’s Committee on Human Relations
to study the impact of structure on
employee morale
Trang 17 William B Given, Jr – “bottom-up”
approach
Charles P McCormick – a plan for
participation which is still operative in
and extract firm).
Junior Boards were created (“multiple
management”) to improve
communications, manager development, and coordination through participation
The Golden Rule was the basis for his
successful technique for managing
people
Trang 18Rensis Likert – University of
A production orientation focusing on producing
An employee orientation coupled with more
general supervision led
to higher productivity, better morale, lower turnover, greater group cohesiveness and less employee anxiety.
Trang 19Ohio State University Studies
Trang 20Ohio State University Studies
Trang 21Despite differing terminology, leadership was viewed by each as a two-by-two
matrix of leader behaviors in which
people-oriented was not mutually
exclusive of a production orientation.
Summary of Michigan and OSU Leadership Studies
Trang 22People at Work: The Macro View
William Foote Whyte (1914-2000) –
Trang 23People at Work: The Macro View
Whyte's work was
key to the idea of
Trang 24People at Work: The Macro View
E Wight Bakke
the interactions of the formal and informal systems;
the "bonds" of organization;
the "fusion" process involving
organizational position and personal views
of standing or status
Trang 25People at Work: The Macro View
Trang 26People at Work: The Macro View
For Simon, composite
decisions are better due to
limits on a person's ability to
achieve better solutions;
participation by different
groups would be an
improvement.
With James March (1928-),
Simon wrote the influential
book Organizations.
Trang 27People at Work: The Macro View
George Homans was
Trang 28 An increasing emphasis on the social
Enlarging jobs to counteract overspecialization
Less emphasis on hierarchy, more on participation
Recognition of the informal organization
Developing the means to study the interaction of the formal and informal organization.