DAY 2. OB EXEC Prof. Dr. P. Zamaros 1

Transcription

1 DAY 2 Elements 1. Management theories across time 2. Management concerns 3. Design and structure 4. Knowledge and learning 5. Motivation and reward 6. Culture and change 7. Communication 8. Group and team building OB EXEC Prof. Dr. P. Zamaros 1

2 ELEMENTS Elements establishing behaviors in organizations: Leadership style Organizational design Degree of motivation Communication Decision making systems Management approach Learning competency Type of culture (ethos) Group and team building Power relations OB EXEC Prof. Dr. P. Zamaros 2

3 MANAGEMENT THEORIES WHAT IS MANAGEMENT? IS IT A RECENT CONCEPT? OB EXEC Prof. Dr. P. Zamaros 3

4 MANAGEMENT THEORIES Rational perspective Feature: With Fayol, management is seen to be a rational activity concerned with finding the most effective and efficient ways possible of deploying resources in order to achieve the purposes of the organization. Assumption: The rational perspective considers humans as essentially lazy McGregor s theory X OB EXEC Prof. Dr. P. Zamaros 4

5 MANAGEMENT THEORIES Non-rational perspective Feature: With Mintzberg management is non-rational in the sense that organizations like amoebas need to constantly change and adapt to their environment and thus there are many possibilities to achieve organizational goals. Assumption: The non-rational perspective considers humans as essentially creative McGregor s theory Y OB EXEC Prof. Dr. P. Zamaros 5

6 MANAGEMENT CONCERNS Purpose: understand what managers are mainly concerned with = key issues (which can become a source of anxiety) Process: summarise arguments/theories made about management into unifying themes underpinning these arguments. Method: experiencing the various descriptions about what management is about OB EXEC Prof. Dr. P. Zamaros 6

7 MANAGEMENT CONCERNS Difficulty: Theoretical fragmentation. 2 Solutions: Integrative perspective Plural perspective Perspective taken here: Integrative. Result: There is a common thread that underlies descriptions: such descriptions refer to management as action. OB EXEC Prof. Dr. P. Zamaros 7

8 MANAGEMENT CONCERNS Understanding management as action: Management as action (actio) presents itself as a series of existing and present experiences; it a movement into the future that is temporary e.g. I am holding a meeting But management is also an act: Management as act (actum) consists in the terminated, completed acts of management; it is the reason for the movement into the future e.g. the meeting is over: it is the point of departure for a new action OB EXEC Prof. Dr. P. Zamaros 8

9 MANAGEMENT CONCERNS Relationship between management as action and act Since action and act are causally related, action is meaningful: its meaning stems from a particular concern during that action The issue then is to discover such concerns (i.e. descriptive contents). OB EXEC Prof. Dr. P. Zamaros 9

10 MANAGEMENT CONCERNS Management concerns: Rational: a concern for processes, figures and tasks Emotional: a concern for people perceptions Cultural: a concern for unity Power: a concern for politics Discursive: a concern for describing and imaging Turbulent: a concern with the business environment IS THERE A CONCERN FOR CSR AND SUSTAINABILITY? OB EXEC Prof. Dr. P. Zamaros 10

11 DESIGN AND STRUCTURE Organizational structure: Formal pattern of interactions and coordination designed by management to link the tasks of individuals and groups in achieving organizational goals. Elements: Organizational structure consists mainly of: Assigned tasks and responsibilities Clustered individual positions Required mechanisms to facilitate coordination OB EXEC Prof. Dr. P. Zamaros 11

12 DESIGN AND STRUCTURE Requirement: Organizational structure must be effective; this is, a strategic concern. Effectiveness: The effectiveness of a particular type of structure depends on: The dominant type of technology used The organization s size The methods for promoting innovation OB EXEC Prof. Dr. P. Zamaros 12

13 DESIGN AND STRUCTURE Patterns: The most commonly used structures include: Functional structure: similar expertise, skills and work activities. Divisional structure: similarity of products or markets. Matrix structure: Superimposes a horizontal set of divisional reporting relationships onto a hierarchical functional structure. OB EXEC Prof. Dr. P. Zamaros 13

14 DESIGN AND STRUCTURE Process: Developing an organizational structure is referred to as organizational design. Representational tool: An organizational structure is shown by means of an organizational chart that provides a visual map of the chain of command. OB EXEC Prof. Dr. P. Zamaros 14

15 DESIGN AND STRUCTURE Critique: Organizational charts tend to be rigid: fail to capture micro-changes let alone the complexity of organizational relationships. They fail to show coordination: It refers to the linking of activities within an organization in order to achieve organizational goals. OB EXEC Prof. Dr. P. Zamaros 15

16 DESIGN AND STRUCTURE Principles: Designing organizations involves designing jobs according to: Type of activities to perform Reducing repetition Making a job more challenging. Increasing job autonomy Organizational design is premised on the myth-ology of selfdetermination. OB EXEC Prof. Dr. P. Zamaros 16

17 KNOWLEDGE AND LEARNING WHAT IS KNOWLEDGE? HOW ARE KNOWLEDGE AND MANAGEMENT RELATED? OB EXEC Prof. Dr. P. Zamaros 17

18 KNOWLEDGE AND LEARNING Knowledge as action: Knowledge is never an end result, as act! The very fact of forgetting attests to the non-complete nature of knowledge. It is thus more appropriately viewed as action that is in the process of completion but never complete. Issue: Thus, if knowledge is action it requires understanding how one knows or how one comes to know. The issue is prescience. OB EXEC Prof. Dr. P. Zamaros 18

19 KNOWLEDGE AND LEARNING Means to acquire knowledge: following Bertrand Russell, through: acquaintance, in that one is directly aware of a thing as it is, description, whereby a thing is given by means of a description independently the presence of the thing OB EXEC Prof. Dr. P. Zamaros 19

20 KNOWLEDGE AND LEARNING Application: Thus, organizations may acquire: Knowledge by description, that is, reports, views, opinions and other data collected by carrying out analyses or formally put, audits Knowledge by acquaintance, that is, by experiencing organizational life and the various activities that characterize it OB EXEC Prof. Dr. P. Zamaros 20

21 KNOWLEDGE AND LEARNING Organizational knowledge: Acquiring knowledge implies learning; an organization is therefore thought of as a learning community following Ouchi. Features: Consensual environment Strong cultures of collaboration Acknowledged common direction Shared core values OB EXEC Prof. Dr. P. Zamaros 21

22 MOTIVATION AND REWARD The purpose of motivation: Typically, motivation is associated with the long-term business purpose of the organization in that well-motivated employees are productive and creative. OB EXEC Prof. Dr. P. Zamaros 22

23 MOTIVATION AND REWARD Cerebral approach: (Taylor), personnel are only motivated by pay. Human relations approach: (Mayo), personnel are motivated by social needs. Neo-human relations approach: (Maslow), personnel are motivated by various needs, the most important of which being self-actualization. (Herzberg), personnel are motivated by factors that are intrinsic to the job itself (motivators) and those that surround the job (hygiene factors) OB EXEC Prof. Dr. P. Zamaros 23

24 MOTIVATION AND REWARD The traditional approaches to motivation assume a positive correlation between motivation and organizational performance: an increase in motivation will bring about improved organizational performance. Such a view, however, present a number of difficulties which preclude that such a correlation be empirically proven: OB EXEC Prof. Dr. P. Zamaros 24

25 MOTIVATION AND REWARD Difficulties: 1. whatever motivational actions are carried out by the organization to increase personnel (contractual) loyalty renders personnel wholly dependent on organizational structure and life, 2. motivation is fashionable in that it is expected that personnel is motivated by virtue of their willingness to be employed in a specific organization, OB EXEC Prof. Dr. P. Zamaros 25

26 MOTIVATION AND REWARD 3. neglects that a determinant of organizational performance is located outside the organization, 4. assumes that organizations will seek to motivate their employees which, in some cases, may be far from the truth. Consequence: It is necessary to approach motivation as a discontinuous process that is more often emergent rather than the consequence of organizational policy and culture. OB EXEC Prof. Dr. P. Zamaros 26

27 MOTIVATION AND REWARD AND WHAT ABOUT DEMOTIVATION? OB EXEC Prof. Dr. P. Zamaros 27

28 CULTURE AND CHANGE Typical views on culture: Ball et al. for instance see culture to be the sum total of the beliefs, rules, techniques, institutions, and artifacts that characterize human populations. Corporate culture: Considering the total of beliefs, rules, techniques and artifacts of business organizations, such institutions display corporate culture. OB EXEC Prof. Dr. P. Zamaros 28

29 CULTURE AND CHANGE Cultural community: A cultural community is a grouping, a cultural unit, which is characterized by the sum total of beliefs, rules, techniques, institutions and artifacts. OB EXEC Prof. Dr. P. Zamaros 29

30 CULTURE AND CHANGE Formation: Such communities are formed through the: Establishment of an essential identity that is based on similarity and difference. Representation and expression of such similarity and difference. Construction of values, ideals of excellence, norms of behavior. Consequence: These aspects allow distinctions between an us of the cultural community and a them that which lies outside of the community. OB EXEC Prof. Dr. P. Zamaros 30

31 CULTURE AND CHANGE Cultural strategies: Making distinctions between us and them is the result of a number of cultural strategies adopted by the organization which mainly includes: A focus on us : imagining the community to have particular endowments which give it a sense of superiority we are the best discourse. OB EXEC Prof. Dr. P. Zamaros 31

32 CULTURE AND CHANGE A focus on them : expressing the other as inferior by naturalizing, stereotyping and objectifying the other as competitor and arch-enemy OB EXEC Prof. Dr. P. Zamaros 32

33 CULTURE AND CHANGE Corporate culture seems to be drawing exclusively on a structuralfunctionalist myth-ology. This is a mechanistic view of culture as a precondition for success and which requires from managers to fix culture as a distinct entity, as a monoculture. OB EXEC Prof. Dr. P. Zamaros 33

34 CULTURE AND CHANGE A top-down imposition of a desirable culture makes that collaboration and integration are contrived and the values to be shared are imposed from above. Empirical findings tend to confirm this tendency and to conclude that corporate culture as a management tool has not been as impressive as one has been led to think. OB EXEC Prof. Dr. P. Zamaros 34

35 CULTURE AND CHANGE Culture revisited: Therefore, culture should be seen as a way of perceiving, thinking and doing. This view, consistent with an open systems perspective, emphasizes the constitution of open, plural, and changing cultural units that interact with their environment; what characterizes cultures there is change and mobility. OB EXEC Prof. Dr. P. Zamaros 35

36 CULTURE AND CHANGE Classical approach: Change needs to be scientifically studied and organized Human relations approach: Change should be thought as dependent on co-operative and social behaviors Contingency approach: Change is about adapting to environmental contingencies Guru approach: Change as theorized by gurus OB EXEC Prof. Dr. P. Zamaros 36

37 CULTURE AND CHANGE Such approaches assume that change can simply be seen as going from here to there i.e. from the current business condition to a desired situation. Nevertheless, if there is a desired situation this does not mean that it is attainable let alone that it will be attained: there is a difference between what is described and idealized and lived. OB EXEC Prof. Dr. P. Zamaros 37

38 COMMUNICATION WHAT IS COMMUNICATION? Communication: Typically, communication is considered to be the exchange of messages between people for the purpose of achieving a commonly understood purpose or meaning. OB EXEC Prof. Dr. P. Zamaros 38

39 COMMUNICATION Types: Typically, means of communication include: Written communication Oral communication Non verbal communication Body language Proxemics Paralanguage Object language OB EXEC Prof. Dr. P. Zamaros 39

40 COMMUNICATION Shannon-Weaver Model of communication OB EXEC Prof. Dr. P. Zamaros 40

41 COMMUNICATION The occurrence of feedback loops allows the distinction between: One-way communication: When the process does not allow feed back. With this type of communication there is a risk that miscommunication may not be corrected until it is too late. OB EXEC Prof. Dr. P. Zamaros 41

42 COMMUNICATION Two-way communication: When the process explicitly includes feedback. OB EXEC Prof. Dr. P. Zamaros 42

43 COMMUNICATION Critique of the model: 1. the model places undue emphasis on what is exchanged rather than what meaning is exchanged 2. the model considers communication as an exchange of words and sentences whose meaning is assumed to be known beforehand whereas communication is about the active construction of meaning rather than the use of ready made linguistic templates. OB EXEC Prof. Dr. P. Zamaros 43

44 COMMUNICATION Consequence: Communication should be seen as the attempt to find or establish a commonality; it is about a mise en commun. Effective communication occurs only when the organization and its stakeholders have something in common be it the business purpose and this is not only known but also understood as such. It also acknowledges that if such a result is an ideal, in practice language will not render communication effective. OB EXEC Prof. Dr. P. Zamaros 44

45 GROUP BUILDING Groups: Following Bartol and Martin a group may be seen as two or more interdependent individuals who interact and influence each other in a collective pursuit of a common goal. OB EXEC Prof. Dr. P. Zamaros 45

46 GROUP BUILDING Roles: For Benne and Sheats common group member roles include Group task roles that help a group accomplish its goals Group maintenance roles which help foster group unity Self-oriented roles that are related to the personal needs OB EXEC Prof. Dr. P. Zamaros 46

47 GROUP BUILDING Groups little communication no support lack of vision exclusive cliques Teams plenty of opportunity for discussion plenty of support discovery supported by openness work groups combine easily into teams OB EXEC Prof. Dr. P. Zamaros 47

48 GROUP BUILDING Belbin roles OB EXEC Prof. Dr. P. Zamaros 48