OB EXEC Prof. Dr. P. Zamaros 1 DAY 2 Part 3: The behavior in Organizations Elements 1. Management theories across time 2. Management concerns 3. Design and structure 4. Knowledge and learning 5. Motivation and reward 6. Culture and change 7. Communication 8. Group and team building
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OB EXEC Prof. Dr. P. Zamaros 1
DAY 2
Part 3: The behavior in Organizations
Elements
1. Management theories across time
2. Management concerns
3. Design and structure
4. Knowledge and learning
5. Motivation and reward
6. Culture and change
7. Communication
8. Group and team building
OB EXEC Prof. Dr. P. Zamaros 2
Elements establishing behaviors in organizations:
Leadership style Management approach
Organizational design Learning competency
Degree of motivation Type of culture (ethos)
Communication Group and team building
Decision making systems Power relations
Part 3: The behavior in Organizations
ELEMENTS
OB EXEC Prof. Dr. P. Zamaros 3
WHAT IS MANAGEMENT?
IS IT A RECENT CONCEPT?
Part 3: The behavior in Organizations
MANAGEMENT THEORIES
OB EXEC Prof. Dr. P. Zamaros 4
Feature: With Fayol, management is seen to be a rational activity
concerned with finding the most effective and efficient ways
possible of deploying resources in order to achieve the
purposes of the organization.
Assumption: The rational perspective
considers humans as essentially lazy
– McGregor’s theory X
Part 3: The behavior in Organizations
MANAGEMENT THEORIES
Rational perspective
OB EXEC Prof. Dr. P. Zamaros 5
Feature: With Mintzberg management is non-rational in the sense
that organizations like amoebas need to constantly change and
adapt to their environment and thus there are many possibilities
to achieve organizational goals.
Assumption: The non-rational
perspective considers humans
as essentially creative
– McGregor’s theory Y
Part 3: The behavior in Organizations
MANAGEMENT THEORIES
Non-rational perspective
OB EXEC Prof. Dr. P. Zamaros 6
Purpose: understand what managers are mainly concerned with =
key issues (which can become a source of anxiety)
Process: summarise arguments/theories made about management
into unifying themes underpinning these arguments.
Method: experiencing the various descriptions about what
management is about
Part 3: The behavior in Organizations
MANAGEMENT CONCERNS
OB EXEC Prof. Dr. P. Zamaros 7
Difficulty: Theoretical fragmentation.
2 Solutions:
Integrative perspective
Plural perspective
Perspective taken here: Integrative.
Result: There is a common thread that underlies descriptions: such
descriptions refer to management as action.
Part 3: The behavior in Organizations
MANAGEMENT CONCERNS
OB EXEC Prof. Dr. P. Zamaros 8
Understanding management as action:
Management as “action” (actio) presents itself as a series of
existing and present experiences; it a ‘movement into the future’
that is temporary e.g. I am holding a meeting
But management is also an act:
Management as “act” (actum) consists in the terminated,
completed acts of management; it is ‘the reason for the
movement into the future’ e.g. the meeting is over: it is the point
of departure for a new action
Part 3: The behavior in Organizations
MANAGEMENT CONCERNS
OB EXEC Prof. Dr. P. Zamaros 9
Relationship between management as action and act
Since action and act are causally related, action is meaningful: its
meaning stems from a particular concern during that action
The issue then is to discover such concerns (i.e. descriptive
contents).
Part 3: The behavior in Organizations
MANAGEMENT CONCERNS
OB EXEC Prof. Dr. P. Zamaros 10
Management concerns:
Rational: a concern for processes, figures and tasks
Emotional: a concern for people perceptions
Cultural: a concern for unity
Power: a concern for politics
Discursive: a concern for describing and imaging
Turbulent: a concern with the business environment
IS THERE A CONCERN FOR CSR AND SUSTAINABILITY?
Part 3: The behavior in Organizations
MANAGEMENT CONCERNS
OB EXEC Prof. Dr. P. Zamaros 11
Organizational structure: Formal pattern of interactions and
coordination designed by management to link the tasks of
individuals and groups in achieving organizational goals.