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Organizational Management

Organizational Management. The Human Dimension of Organization – Chapter 5. Class 4. Dr. J. Barnett. Refer to pp. 131 text. Role: a psychological concept dealing with behaviour enactment arising from interaction with other human beings within a social structure (an organization).

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Organizational Management

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  1. Organizational Management The Human Dimension of Organization – Chapter 5 Class 4 Dr. J. Barnett

  2. Refer to pp. 131 text Role: a psychological concept dealing with behaviour enactment arising from interaction with other human beings within a social structure (an organization) Role description: one’s perception of behaviour in a role Role prescription: abstract idea of general norm for the role in the culture Role expectation: the expectation that one person has of the role behaviour of another Role perception: the perception that one has of the role expectation that another holds for him/her Manifest and latent roles: other obvious roles / and not obvious roles

  3. Role Seta group of roles who function together in a organization; hierarchical subordinates and superordinates • group task roles – these roles helps the group to select ……..and work on issues • group building and maintenance roles – these roles facilitate the development ……..and maintained over time • individual roles – these roles enable individual to meet …….own needs over time

  4. Getzels-Guba Model (when Role meets Systems Theory)

  5. Class Two: • Theory Z (Ouchi, 1981) any workers life is a whole, not Jekyll-Hyde – same human at work as out – humanizing work conditions increases productivity as well as employee self-esteem – focus needs to be on human relations not technology Class Three: • Human Resources Development Views • emphasizes using the conscious thinking of individual person about what they are doing a means of involving their commitment, their abilities, and their energies in achieving the goals of the organization. “New” concept – bottom-up / build human capital

  6. Five basic Assumptions of Effective Schools (pp. 172-173 in text) • The central purpose of a school is to teach. • The school is responsible for providing the overall environment. • Schools must be treated holistically in terms of instruction (unity) • The most crucial characteristics of a school are the attitudes and behaviours of the teachers and staff • The school accepts responsibility for the success or failure of the academic performance of students – all students are capable of learning.

  7. 13 Organizational and Operational Characteristics of Effective Schoolspp. 173-174 • School-site management and democratic decision making • Support from the district with a decrease in central management • Strong leadership (in different forms) • Staff stability to develop strong school culture • A Holistic planned curriculum • School-wide professional development based on needs of school and individual teachers • Parental involvement (homework & discipline) • Recognition of academic success • Time focused on learning (reduced interruptions) • Collaborative planning • Sense of community • Shared goals and high achievable expectations • Order and discipline – rules / expectations for this community of people

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