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Explore how the rise of the independent contractor, organizational psychology, and organizational productivity impact the dynamic landscape of management in the 21st century. Learn from success stories like Southwest Airlines and delve into the complexities of neuroscience research and the need for mindfulness in the workplace.
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Issues that are keeping researchers busy and managers harried 21st Century Management: Wayne Smith, Ph.D. wayne.smith@csun.edu Department of Management
Organizational Complexity • Birkenshaw, J., and Heywood, S. (2009), “Too Big to Manage?”, Wall Street Journal (MIT special section), Oct. 26, p. R3 • Are some companies simply too complex to be run effectively? • Types of Complexity • Dysfunctional • Creeps into companies over time, perpetual practices • Designed • Expecting the benefits of complexity to outweigh costs • Inherent • The rules that exist when everything else is automated • Imposed • Largely beyond the control of the organization
Organizational Psychology • Rock, D. (2009), “Managing with the Brain in Mind”, Strategy+Business, Issue 56. Autumn. • “Neuroscience research is revealing the social nature of the high-performance” workplace.” • http://www.strategy-business.com/article/09306?gko=5df7f&cid=enews2009 • Functional MRI (physiological) leading to a SCARF (psychological) model • Status and its discontents • A Craving for certainty • The Autonomy factor • Relating to relatedness • Playing for Fairness
Organizational Productivity • Zeldes, N. (2009), “Infoglut: It’s the Disease of the New Millennium. How do we Treat It?”, IEEE Spectrum, Oct. • From “plan-driven” to “interrupt-driven” (Mark) • An interruption occurs approximately every 3 minutes • It takes 1 minute to “get back to where you were” for each interruption • Attention Deficit Trail (Hallowell) • Interruptions degrade accuracy, judgment, creativity, and effective management • What is “quality” or “creative” time? • Can it be expressly designed into professional life?
Measurement of Performance:Psychology (of Individuals) or Sociology (or Networks)
Organizations and Culture • Gittell, Jody. (2003), The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance, New York: McGraw-Hill. • Can an organization have a distinctive set of organizational practices? • “Relational Coordination” • Leadership credibility (care about workers) • Investment in front-line supervision • Selection and training based on “relational competence” (teams) • Proactive conflict resolution based on mutual understanding • Efforts to bridge work and family • Identification and use of “boundary spanners” (operations agents) • Performance measurement that focuses on processes (not blame) • Maintenance of job flexibility by minimizing work rules • Treatment of Unions as partners, not adversaries • Cultivation of solid relationships with suppliers • Can other airlines (or other organizations) replicate SouthWest’s success?