1 / 10

Reframing Organizations , 4 th ed.

Reframing Organizations , 4 th ed. Chapter 6. People and Organizations. People and Organizations. Human Resource Assumptions Human Needs What Needs do People Have? Theory X and Theory Y Personality and Organization Human Capacity and the Changing Employment Contract

baxter
Download Presentation

Reframing Organizations , 4 th ed.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Reframing Organizations, 4th ed.

  2. Chapter 6 People and Organizations

  3. People and Organizations • Human Resource Assumptions • Human Needs • What Needs do People Have? • Theory X and Theory Y • Personality and Organization • Human Capacity and the Changing Employment Contract • Lean and Mean: More Benefits than Costs? • Investing in People

  4. Human Resource Assumptions • Organizations exist to serve human needs • People and organizations need each other • When the fit between individual and system is poor, one or both suffer • A good fit benefits both

  5. Human Needs • The concept of “need” is controversial • Economists: people’s willingness to trade dissimilar items disproves usefulness of concept • Psychologists: need, or motive is a useful way to talk about enduring preferences for some experiences compared to others • Needs are a product of both nature and nurture • Genes determine initial trajectory • Experience and learning profoundly influence preferences

  6. Maslow’s Need Hierarchy • Needs arrayed in a hierarchy • Lower needs are “pre-potent” • Higher needs become more important after lower are satisfied • Maslow’s hierarchy: • Self-actualization • Esteem • Belongingness, love • Safety • Physiological

  7. McGregor’s Theory X and Theory Y • Theory X • Workers are passive and lazy • Prefer to be led • Resist change • Theory Y • Management’s basis task is to ensure that workers meet their important needs while they work • Either theory can be self-fulfilling prophesy

  8. Argyris: Personality and Organization • Traditional management principles produce conflict between people and organizations • Task specialization produces narrow, boring jobs that require few skills • Directive leadership makes workers dependent and treats them like children • Workers adapt to frustration: • Withdraw – absenteeism or quitting • Become passive, apathetic • Resist top-down control through deception, featherbedding, or sabotage • Climb the hierarchy • Form groups (such as labor unions) • Train children to believe work is unrewarding

  9. Human Capacity and the Changing Employment Contract • Handy – Shamrock form • Core group of managers • Basic workforce – part-time or on shifts to increase organization’s flexibility • Contractual fringe – temps, independent contractors • Lean and mean (win by cutting costs): downsize, outsource, hire temps and contractors • Invest in people (win with talent): build competent, well-trained work force • Shift from production economy to information economy produces skill gaps

  10. Conclusion • Organizations need people and people need organizations, but the trick is to align their needs • Dilemma: lean and mean vs. invest in people

More Related