1 / 17

Organizational Behaviour and current management challenges

Chapter 2. Organizational Behaviour and current management challenges. Selected management concepts from the Industrial revolution. Table 2.1. SCIENTIFIC MANAGEMENT. Perronet’s time study (1760) Scientific management - identify what each job involves Design appropriate tools

mariop
Download Presentation

Organizational Behaviour and current management challenges

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. Chapter 2 Organizational Behaviour and current management challenges

  2. Selected management concepts from the Industrial revolution • Table 2.1

  3. SCIENTIFIC MANAGEMENT • Perronet’s 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 one’s 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.

  11. 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

  14. 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

More Related