Principles of Org Power
power relationships within an organization; submit to rules and orders of the manager; power structure
Centralization
org will be most effective when central management has control over decision-making & employee activities; firm size and personal characteristics and employees could influence
Authority & Responsibility
managers should hold authority that derives from both their position in the org and their personal characteristics
Discipline
all org members should be obedient to rules of the org and to the managers who enforce them
Principles of Org Reward
appropriate rewards in an organization; employees believe that their jobs are relatively secure by the fair application of monetary rewards
Remuneration of personnel
employees should be rewarded for their work w/ appropriate salaries & benefits; primary motivation is financial; work performance dependent on salary
Equity
that in remuneration all employees should be treated just & fair
Tenure Stability
the 0rg should guarantee sufficient time on the job for employees to achieve maximum performance; too much can be counterproductive
Principles of Organizational Attitude
consider the feeling & attitudes of org employees
Subordination of individual interest
an org can only be effective when the interests of the whole take over the interest of individuals
Initiative
managers should value & direct an employee's efforts to work in the best interest of the org
Espirit de corps
the spirit of 3 muskateers; all for one and one for all; no dissension in the org ranks
Summary of Fayol's Theory
an effective org is highly structured & each individual knows where they fit; prescriptive rather than descriptive
Max Weber's Theory of Bureaucracy
takes a more scholarly approach; he looks at the bureaucracy; clearly defined hierarchy; bureacracy characterized by division of labor & centralization; bureaucracy are relatively closed systems; emphasizes importance of rules & functioning authority
Globalization
business that spread due to the end of the cold war; leads to outsourcing; Friedman thinks it allows job opportunities; others think it leads to domestic job problems
Terrorism
a set of strategies that involve violence against individuals; create ongoing fear among a large group of people; theorists study how to understand them & must consider how they work and recruit & socialize w/ members
Complicating our Thinking about Organizations
scholars are interested in operations of non profit organizations
Machine Metaphor
moving from a world centered around farming to an industrial society; importance of specialization, standardization and predictability
Traditional Authority
power based on long standing beliefs about who should have control and is often vested in particular positions
Charismatic Authority
power based on an individual's personality and ability to attract & interact w/ followers; highly unstable; seen in many "cult organizations" where a single individual draws in followers
Rational-Legal Authority
power based on the rational application of rules developed through a reliance of info & expertise; power rests in the expertise not in the individual
Summary of Weber's Theory
Weber sees rational-legal authority as the type of power that dominates in the bureaucratic; strict reliance on rules & regulations
Taylor's Theory of Scientific Management
concentrates on the micro level of org; not concerned w/ the org structure but w/ the relationship between manager & employee and control of the individual at work
Impetus for the Theory of Scientific Method
frustrated w/ typical industry operations; first: new tasks are learned by new comers
The Hawthorne Studies
study interested in how changes in the work environment would affect the productivity of factory workers; agreed w/ Taylor's Scientific Mgmt; discover impact of task environment that would maximize worker output & improve org efficiency 4 phases: 1. illumination 2. relay essay test room studies 3. the interview program 4. bank wiring room
The Illumination Studies
conducted before the entry of Mayo; influence the lighting level on worker productivity; two groups isolated; Control Group: lighting held constant, Experimental: lighting was raised & lowered; no difference; productivity went up in both groups under all conditions
The Relay Assembly Test Room Studies
isolated group of 6 women who assembled telephone relay systems; productivity increased.
The Interview Program
conduct a series of interviews throughout the process; workers wanted to talk more about their feelings and attitudes
The Bank Wiring Room Studies
group of men in bank wiring room; men developed norms regarding the proper level of productivity and exerted social pressure on each other, so workers were pressured to speed u[; social group's influence on worker behavior exceeded the leverage exerted by the formal org power
Findings of Hawthorne Studies
...
Maslow's Hierarchy of Needs
humans are motivated by a basic number of needs
Self Actualization
work allowing exercise of creativity
Esteem
Internal: Rewarding WorkExternal: Bonus Pay
Affiliation
Social Relationships with Coworkers
Safety
Safe working conditions
Physiological
Living wage to allow purchase of food
Physiological Needs
needs of the human body i.e.) food, water, sleep
Safety Needs
desire to be free from danger and environmental threats; be satisfied through wages that allow employees to secure shelter
Affiliation Needs
the necessity of giving and receiving human affection and regard
Esteem Needs
individuals to feel a sense of achievement
Self Actualization
the desire to become more and more what one is capable of becoming
Hierarchy of Prepotency
lower level needs must be met before the higher levels are met
McGregor's Theory X & Theory Y
assumptions that management can hold about organizational functioning; mgmt is responsible for organizing $$, material and people for economic ends; people must be controlled to meet motivational needs
Theory X
1) the avg man works as little as possible 2) the lacks ambition & dislikes responsibility3) self-centered and indifferent4) resistant to change5) gullible and not very bright
Theory Y
1) expenditure of physical & mental effort in work is as natural as play & rest2) man will exercise self effort & self control
The Human Resources Approach
acknowledges contributions of classical and human relations approach theorize; employees have feelings that must be considered; cognition of what humans make of their thoughts and ideas