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Organizational
Theory&Development y p
Overview
Whatisanorganization?
Structuralcharacteristics
Goalsandobjectiveinorganizing
Howshouldorganizationsbestructured?
ClassicalTheories
Scientificmanagement;bureaucratictheory
HumanisticTheories
TheoryXvs.TheoryY;Systems14
WhatisOrganizationalDevelopment(OD)?
Goals
Strategies
Problems
WhatisanOrganization?
Asocial entitywithspecificobjectives and
formalprocedures,whichareusedto
structureactivitiesofandrelationshipsamong
b t hi bj ti memberstoachieveobjectives
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OrganizationalStructure&
Effectiveness
Organizational
Effectiveness
EnvironmentalConditions
(e.g.,stability;technology)
Organizational
Structure
Attitudes&
Behaviour
Management
Style
Organizational
Culture
MajorObjectivesinOrganizing
Differentiation
Divisionoflabour(tasks,duties&responsibilities)
I t ti Integration
Coordinationofefforttowardacommongoal
TheoriesofOrganizing
ClassicalTheories
Metaphor:Organizationsarelikemachines
Assumption:Thereisonebestwaytoorganizework
Examples
TaylorsScientificManagement
WebersBureaucraticTheory
HumanisticTheories
Metaphor:Organizationsareliketheirmembersare,who
havehumanneeds(seeMaslow)
Assumption:Employees,likeallhumanbeings,strivefor
developingtheirpotentialtoamaximum
Examples
McGregorsTheoryXvs.TheoryY
Likerts System14
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WebersBureaucraticTheory
Objectives
Establishorder(fromexistingchaos)
Increaseproductivity(byreducing
i ffi i i ) inefficiencies)
Increasefairnessintreatmentofemployees
WebersBureaucraticTheory
DesignSpecifications
1. Divisionandspecializationoflabour
Simple,routine,welldefinedtasks
2. Welldefinedauthorityhierarchy
Chainofcommandwithdefinedresponsibilities
3. Formalrulesandprocedures
Toensureuniformityandregulateworkbehaviour
WebersBureaucraticTheory
DesignSpecificationscontinued
4. Impersonality
Intendedtoensurefairtreatmentofemployees,
customers,etc. ,
5. MeritbasedEmploymentDecisions
Hiring,promotiondecision,etc.basedon
qualifications
6. EmphasisonWrittenRecords
Meticulousrecordkeepingtoensurefairnessand
consistency
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CommonCriticismsofBureaucratic
Theory
Fromanorganizationaleffectivenessperspective
toorigidandruleoriented
notflexibleenough
F i ti l b h i ti Fromanorganizationalbehaviorperspective
Workisdehumanizinganddemotivating
Ledtothedevelopmentofthehumanistictheories
McGregorsTheoryX&TheoryY
TheoryX TheoryY
Assumptions Workisinherentlydistasteful;
Peopleworkprimarilyforthe
money;
Fewwantorarecapableof
creativity&selfdirection
Peoplewanttofeeluseful
andimportant;
Theywanttobelong
andberecognized;
Theseneedsaremore
importantthanthemoney
li i i i l k b i k i Policies Givesimpletasks
Establishdetailed routinesand
procedures
Superviseclosely
Managersbasictaskisto
makeemployeesfeeluseful
andimportant;
Shouldbesupportiveand
involvethemindecision
making
Expectations Employeeswilltoleratework
andbeproductive ifpaidfairly
andgivenadequatedirection
Moralewillbehigher;
Workerswillbemore
motivated;
Productivitywillbehigher
OrganizationalCulture
Organizationalstructurecanalsoinfluence
effectivenessindirectlythroughitseffectson
organizationalculture
OrganizationalCulture
Theinformalstructureofanorganization,or
patternofbeliefs,values,norms,and
expectationssharedbyorganizational
members
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DevelopmentofCulture
Factorsaffectingthedevelopmentofculture
include:
Organizationalstructure
Management philosophy Managementphilosophy
Dominantindividuals(e.g.,owner;managers,
heroes)
History/myths
Socialization/training
Ritual/symbols/slogans
OrganizationalDevelopment
Theuseofplanned,behavioralsciencebased
interventionsinworksettingsforthepurpose
ofimprovingorganizationalfunctioningand
individualdevelopment.
Porras&Robertson(1992)
OrganizationalDevelopment
KeyCharacteristics
Plannedeffortbasedonbehaviouralscience
knowledge
d i Broadinscope
Organizationviewedasanopensystem
Concernforprocessandoutcome
Short andlongtermobjectives
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OrganizationalDevelopment
MajorObjectives
Organizationaleffectiveness
Qualityofworklife
Capacityforselfhelp
TheInterventionProcess
Lewins ChangeModel
Step1:Unfreezing(reducingforcesmaintainingstatusquo)
Problemrecognition
Datagathering&diagnosis
Step 2: Moving Step2:Moving
Developmentofanactionplan
Implementation
Evaluation
Step3:Refreezing(buildingforcestomaintainthechange)
Institutionalizatonofthechange(e.g.,training,reward
structure,etc.)
ProblemsEncounteredinOD
ResistancetoChange
Resultsfrom:
a) Disruptionofpersonalrelationships
b) Perceivedthreatstostatus
c) Preferenceforstatusquo
d) Economicconcerns
e) Concernsoveroutsiderinterference
Focusonshorttermoutcomes
Overlynarrowfocus
Hiddenagendas
Fearoffailure
Lackofsupportbytopmanagement
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StrategiesforOvercomingResistance
toChange
Winsupportofpowerfulandinfluential
individualsfirst
Education&Training
F h t i it f Focusonwhatsinitforyou
Involvethoseaffectedinthechangeeffort
Rewardconstructivebehaviour
TypesofODIntervention
Method Objective
T (training)Group
(akaSensitivityTraining,
LaboratoryTraining)
Focusonselfawarenessand
interpersonalrelations
SurveyFeedback Focusonimprovementofupward
communication
Team Building Focusonbuildingeffectiveteams
(emphasisonoutcomeandprocess)
ProcessConsultation Focusonhelpingorganizationsexamine
interactionprocessestodiagnoseand
solveproblems
TypesofODIntervention
Method Objective
GridOD Focusonhelpingorganizationswork
towardmoreeffectiveleadership
T t l Q lit F i i lit th h TotalQuality
Management(TQM)
Focusonimprovingqualitythrough
employeeparticipation
Gainsharing Focusoncostreductionthrough
participationandincentives
Sociotechnical Systems Focusoncoordinationofsocialand
technicalsystems
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EvaluationofOD
DoesitWork?
Thisisadifficultquestiontoanswerbecause:
Lackofscientificrigorinevaluation(orlackofevaluation)
dueto
Broadrangeofchanges
Practical issues (e g no controls available) Practicalissues(e.g.,nocontrolsavailable)
Multiplecriteria(short andlongterm)
Fearoffailure
Positivitybias(e.g.,successesmostlikelytobepublished)
Failuresdueto:
Prematuretermination
Lackoftopmanagementsupport
Improperimplementation
Etc.
EvaluationofOD
ODcanwork!
Mustbeusedwithcareandcaution
Interventionmustbeappropriatefortheproblem
O b f ll i d Outcomesmustbecarefullymonitored
Adjustmentsneedtobemadebasedonoutcomes
SummaryofMaterialof3
rd
Exam
Jobattitudes:Jobsatisfaction(models,correlates),
organizationalcommitment(models,correlates)
Workteams:Development;processes;individualvs.
groupperformance;typesofteams
Leadership:Power;traitapproach;behaviouralapproach;
contingencyapproach;contemporarytheories
Organizations:Theory;structure;organizationalchange,
analysis,interventions
Sameformatastheprevioustwotests
APRIL182PM
SSC2032 AhmedtoPadonou
SSC2036 Papic toYu