Organizational Behaviour and current management challenges

1
Chapter 2
Organizational Behaviour and current management
challenges
2
Selected management concepts from the Industrial
revolution

• Table 2.1

3
SCIENTIFIC MANAGEMENT

• Perronets time study (1760)
• Scientific management - identify what each job
  involves
• Design appropriate tools
• Selection training of appropriate employees
• Encourage high productivity through
  incentive-based wage structure
• Appropriate management of work

• Evidence of other people interested in
  application of work study
• Jevons - different size of spade for different
  material densities
• Babbage - application of strict division of
  labour and incentive payments

4
ADMINISTRATIVE MANAGEMENT
Weber
Fayol
Barnard
5
THE HUMAN RELATIONS SCHOOL

• England - Industrial Fatigue Research Board
  (First World War)
• America Sociometry
• The Hawthorne Studies (1924-33)
• Appreciative inquiry (AI) (1987) focuses on
  investigating and strengthening what is already
  beneficial and successful in organizations

6
THE QUANTITATIVE SCHOOL
The impact of management science

• Quality control
• Production-planning
• Forecasting methods
• Scenario planning

7
SYSTEMS APPROACHES TO MANAGEMENT

• Originated in the biological sciences
• General systems theory
• proposed common characteristics of systems
  across all disciplines and that systems contained
  strong self-regulation tendencies
• Continuum of complexity in systems development
• Open system
• Studies of 1940s coal mining practices
• Sociotechnical nature of effective job design

8
CONTEMPORARY MANAGEMENT CHALLENGES

• Include the challenges posed by
• global interconnectedness and the resulting
  increase in linkages, scope and reach of many
  organizational activities
• ethical considerations and the demands for
  responsible action by organizations and by
  decision makers within them
• the escalating levels of competition, growing
  scarcity in resource supply, and the resulting
  increase in productivity and performance
  pressures
• the cumulative and interactive effects of the
  above factors and other environmental
  developments on necessary organizational change

9
GLOBALIZATION AND CULTURAL DIVERSITY

• Number and variety of external international
  linkages
• Number of external stakeholders
• Complexity of the external environment
• Managing across different international sites
• Variety of procedures and task requirements
• Cultural diversity within organizations

10
ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

• Ethical perspectives in organizations
• Utilitarian approach - is grounded in the concept
  of utility or usefulness - the needs of others
  should determine ones own behaviour.
• Act utilitarianism - suggests that every dilemma
  should be regarded on its own merits.
• Rule utilitarianism - requires rule frameworks to
  be created which can allow individuals to
  identify appropriate courses of action in
  specific contexts.
• Contract approach - grounded in the notion that
  agreements whether they be explicit or tacit
  should be honoured
• Restricted contractarianism - takes the view that
  every agreement entered into should be assessed
  through the veil of ignorance (on the impact).
• Libertarian contractarianism - holds that the
  parties should be bound by any agreement
  voluntarily entered into as long as it does not
  conflict with the broader rules of a just society
  or cause harm to others.

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corporate social responsibility

• For managers, the role of CSR in daily management
  introduces the challenge of balancing the triple
  bottom line of
• people
• planet
• profits
• (Elkington, 1994)

12
PERFORMANCE IMPERATIVE

• Hypercompetition - requires managers to achieve
  ever more with ever less inputs and decreasing
  resources, and to respond to environmental change
  and organizational requirements immediately.
• It brings three important challenges for
  managers
• Managers managing themselves
• Managers supporting others
• Managers developing and improving organizational
  and environmental awareness

13
PERVASIVE ORGANIZATIONAL CHANGE

• Figure 2.2

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Resistance to change

• Individual resistance
• Technical resistance
• Political resistance
• Cultural resistance
• Structural resistance

15
Resistance to change

• Figure 2.3

16
Resistance to change

• Figure 2.4

17
Managing Organizational Change in the
Comprehensive Framework for OB and Management in
Organizations

• Add Figure 2.5 here