This document provides an overview of organizational theories and development. It begins with an introduction and definitions of key terms. It then summarizes three main organizational theories: classical theory focuses on economic productivity; humanistic theory emphasizes employee motivation and relationships; and open-system theory uses a feedback loop for continuous improvement. The conclusion discusses using a hybrid approach combining aspects of each theory to optimize corporate effectiveness and encourage employee growth.
The functions of the executive by Barnard is considered to be one of the classics in understanding organisations and the role of the executive. Barnard looks at an organization as a "coordinated activities or forces of two or more persons". Some of his interesting insights in the first six chapters are:
1) Successful cooperation is abnormal and that is why there are very few organizations in the world which are more than 100 years old.
2) A person has a dependent existence with the surroundings and is a combination of physical, biological and social forces. A person has a power of choice which is limited by the number of equal opportunities and additional limitations makes a person arrive at a purpose / motives.
3) An organization is considered effective when it achieves a desired goal and is considered efficient when it is able to satisfy the individual motives of the persons involved.
4) Organizations does not have a dimension of space and can be considered as an entity which belongs to nowhere though the physical elements of the organization is an indirect form of dimension.
5) The organizations have a dimension of time and opening of the store at night and closing in the morning can be considered to be rebirth of the organisation everyday.
A 1 day Training on Management Framework.
Goal / Purpose.
To critically review essential Management concepts and practices from the P-O-L-C Management Framework anchored on Planning, Organizing, Leading and Controlling.
Learning Objective
To know & understand;
the functions of P-O-L-C framework.
the general inputs into each P-O-L-C dimension.
A manager’s primary function is to solve problems creatively. While drawing from a variety of academic disciplines, and to help managers respond to the challenge of creative problem solving, principles of management have long been categorize into four major functions of academic disciplines.
What is Skills Auditing?
Skills audit is a review of your existing skills against the skills you need both now and in the future.
Data collected in the Skills Audit will be one of the underpinning elements of a Personal Development Plan.
Carrying out a skills audit will help you to:
1.Analyze the skills
2.Develop a skills profile.
3.Key tool for CV building
4.Identify gaps in your skills
5.Prioritize any training
Types of skills auditing:
1. individual skills auditing
2. Group skills auditing
Methods of doing skill auditing: 1. Likert scale
2. Semantic Differential Scale
Individuals can do SWOT analysis i.e. Strength, Weakness, Opportunities, Threat.
The functions of the executive by Barnard is considered to be one of the classics in understanding organisations and the role of the executive. Barnard looks at an organization as a "coordinated activities or forces of two or more persons". Some of his interesting insights in the first six chapters are:
1) Successful cooperation is abnormal and that is why there are very few organizations in the world which are more than 100 years old.
2) A person has a dependent existence with the surroundings and is a combination of physical, biological and social forces. A person has a power of choice which is limited by the number of equal opportunities and additional limitations makes a person arrive at a purpose / motives.
3) An organization is considered effective when it achieves a desired goal and is considered efficient when it is able to satisfy the individual motives of the persons involved.
4) Organizations does not have a dimension of space and can be considered as an entity which belongs to nowhere though the physical elements of the organization is an indirect form of dimension.
5) The organizations have a dimension of time and opening of the store at night and closing in the morning can be considered to be rebirth of the organisation everyday.
A 1 day Training on Management Framework.
Goal / Purpose.
To critically review essential Management concepts and practices from the P-O-L-C Management Framework anchored on Planning, Organizing, Leading and Controlling.
Learning Objective
To know & understand;
the functions of P-O-L-C framework.
the general inputs into each P-O-L-C dimension.
A manager’s primary function is to solve problems creatively. While drawing from a variety of academic disciplines, and to help managers respond to the challenge of creative problem solving, principles of management have long been categorize into four major functions of academic disciplines.
What is Skills Auditing?
Skills audit is a review of your existing skills against the skills you need both now and in the future.
Data collected in the Skills Audit will be one of the underpinning elements of a Personal Development Plan.
Carrying out a skills audit will help you to:
1.Analyze the skills
2.Develop a skills profile.
3.Key tool for CV building
4.Identify gaps in your skills
5.Prioritize any training
Types of skills auditing:
1. individual skills auditing
2. Group skills auditing
Methods of doing skill auditing: 1. Likert scale
2. Semantic Differential Scale
Individuals can do SWOT analysis i.e. Strength, Weakness, Opportunities, Threat.
classical and contemporary theory of educational administrationLayAnnMadarcos1
This short slide presentation helps you gain a deeper understanding of Classical and Contemporary Theories of Educational Administration. The content of this presentation was mostly from different authors.
IN THIS ASSIGNEMT THE AIM IS TO TEST YOUR UNDERSTANDING IN THE APPLICATION OF ORGANIZATIONAL THEORIES THAT ARE RELATED TO HUMAN RESOURCE MANAGEMENT .THESE THEORIES CUTS ACROSS FROM NEOCLASSICAL CLASSICAL AND MODERN THEORIES SUCH AS CONTIGENCY THEORIEY. THERE HAS BEEN A RESEACH GOING ON TO WHETHER HUMAN RESOURCE HAS A KEY ROLE IN ORGANIZATIONAL PROCESS AS YOU READ THROUGH YOU WILL BE ABLE TO DISCOVER THE ASUMPTIONS AND FINDINGSHuman capital theory was initially well developed by Becker (1964) and it has
grown in importance worldwide because it focuses on education and training as
a source of capital. It is now widely acknowledged that one of the key
explanations for the rapid development of Asian countries in the 1970s and 80s is
high investment in human capital (Robert 1991; Psacharopolos & Woodhall 1997).
Human capital theory changes the equation that training and development are
‘costs the organisation should try to minimise’ into training and development as
‘returnable investments’ which should be part of the organisational investment
capitalThere is a growing body of knowledge stipulating that since an organisation
operates and thrives in a complex environment, managers must adopt specific
strategies which will maximise gains and minimise risks from the environment (Peter
& Waterman 1982; Scott 1992; Robbins 1992). In this premise, the theory contends
that there is no one best strategy for managing people in organisations. Overall
corporate strategy and the feedback from the environment will dictate the
optimal strategies, policies, objectives, activities and tasks in human resource
management.
Organisational change theory:
Gareth (2009: 291) defines organisational change as the process by which
organisations move from their present state to some desired future state to
increase their effectiveness. Organisations change in response to many
developments taking place in the internal and external environment such as
technology, policies, laws, customer tests, fashions and choices that influence
peoples’ attitudes and behaviour. These developments influence different
aspects of human resource management and in response, organisations have to
change the way organisational structure, job design, recruitment, utilisation,
development, reward and retention are managed (Hersay & Blanchard 1977;
Robbins 1992; Johns 1996). The organisational change theory suggests the
improvement of organisational change and performance by using diagnostic
tools appropriate for the development of effective change strategy in human
resource management.
There are different theories of organization to predict and explain the process and also behavior patterns in an organizational setting. There are three different types of organizational theory: Classical Organization Theory, Neo-Classical Organizational Theory, and Modern Organizational Theory.
Scientific Theory of Management in a Small Organization .docxkenjordan97598
Scientific Theory of Management in a Small Organization
Giannantonio and Hurley- Hanson in their article titled “Fredrick Winslow Taylor: Reflections on the relevance of the principles of scientific management 100 years later” point out that Taylor in his work, “The principles of scientific management”, presented the necessity and procedures of studying an employees’ work in a scientific manner to increase the efficiency of both the employee and the organization (Giannantonio & Hurley- Hanson, 2011). Over one hundred years later, Taylor’s contribution remains relevant in the management of smaller enterprises.
Scientific theory calls for efficiency which is a major concern for small organizations to become successful. Salimath and Jones III (2011) point out that scientific management helps organizational management to evaluate the internal and external factors leading to efficient operation within a large organization. Nevertheless, the researchers posit that scientific management is applicable to small and medium organizations. Hence, it is possible for small and medium enterprises to experience the benefits of efficiency as contained in the theory. Salimath and Jones III note that the theory advocates for the scientific management of employee affairs including scientific recruitment and training. This may result in cooperation between employees and management leading to efficient implementation of scientific procedures in the accomplishment of tasks within an enterprise. Bell and Martin (2012) suggest that McDonald’s employs scientific management for process efficiency especially in the assembling process of the McDonald’s hamburger. Ford motors applies scientific theory in assigning individual staffs to tasks they are more qualified so as to achieve higher productivity (Degan, 2011). This principle was advocated for by Taylor as a method of attaining productivity.
Response to Critics of Scientific Management
Marshal in his theory points out that scientific theory is not flexible and makes employees to operate like machines because of specialization and division of labor. Marshal suggests the need to allow creativity and freedom at work place to become efficient from an economic point of view (Caldari, 2007). However, Marshal values the importance of mankind in production processes than production itself as he fails to point out the potential shortcomings of scientific management on efficiency and employee welfare. Caldari (2007) suggests that it is in this effect that scientific management does not advocate for the immediate application of imaginations and the need for creativity at place of work. However, both Marshal and Taylor agree that division of labor is essential for all organizations, implying that an integration of both theories can result in higher production.
References
Bell, R. L., & Martin, J. S. (2012). The relevance of scientific management and equity theory in everyday man.
This Research Report contains two main parts: first human needs and motivations were studied; then revolutionary changes were offered to different economic sciences.
The future of 21st century global educationjoyce pittman
The presenter discusses the relationships between systems thinking, leadership and sustainability in complex learning organizations: Implications for new educational leadership research and development.
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Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
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15. REPORT CONTENTS:
What is Organizational Theory and Development?
Definitions
Synopsis
Theories of Organizational Development
Classical Organizational Theory
Humanistic Organizational Theory
Open-System Organizational Theory
Theory Overview “Cross-Pollinate”
16. “What is Organizational Theory &
Development?”
“Definitions”
Organization- A group of persons organized for a particular purpose;
an association.
Theory- The branch of a science or art consisting of its explanatory
statements, accepted principles, and methods of analysis, as opposed
to practice.
Development-Determination of the best techniques for applying a new
Devise or process to production of goods or services.
17. “What is Organizational Theory &
Development?”
“Synopsis”
Organizational Theory and Development is a professional
deployment of social action and procedural methodologies that target a
given area of scientific study to identify and guide corporate needs.
This activity not only defines who the organization is, but enhances and
builds the capacity to change and achieve greater effectiveness.
Selecting the right organization theory is crucial to define not
only operating methods, but defining a strategical roadmap.
18. Theories of Organizational
Development: Classical Organization Theory
1. Classical Organization Theory
(Shafritz and Ott, 1996)
This is comprised of four tenets:
1) Organizations exist for economic reasons to achieve productivity goals
2) Scientific analysis will devise and orchestrate methods for production
3) Specialization and strategic deployment of labor will maximize
production
4) Both employees and the organization act in accordance with rational
economic principles.
19. Theories of Organizational
Development: Classical Organization Theory
In addition, two (2) particular developments occurred within this theory:
A. Scientific management (Taylor,1900’s)
This considers that workers are more productive if their work is scientifically
designed. The method is specifically designed and refined with application inputs and
results. This aspect of the classical theory is consistent with six-sigma procedures used
throughout many industries today as continuous improvement is driven by a secure and
repeatable method defined in a problem solving application. (See next slide for example).
21. Theories of Organizational
Development: Classical Organization Theory
B. Bureaucracy
(Weber, 1900’s)
This facet of the classical organizational theory is comprised of four major
features. The following considered a mainstay is a bureaucratic organization:
Division of Labor: Each position is a specialized position with its own set of
responsibilities. This grooms specific skill sets and individuals to deliver each facet
in a product or project life cycle.
Traditional Organizational Hierarchy: This represents a top-down organizational
structure. This is chain of command driven.
Delegation of Authority: This is where work is distributed by a leader or manager
and delegated to a defined responsible participant. This makes understanding
employee skill sets crucial for efficient progression.
Span of Control: This aspect tries to neutralize workforce delegation on an equal
basis for all supervisors. If the span of control is to large, a loss of control occurs
and substandard results are typical.
22. Theories of Organizational
Development: Humanistic Organization Theory
2. Humanistic Organization Theory
Human Relations Movement
(Katz & Kahn, 1978)
The human relations movement was driven in a large degree by the perceived rigidity of
the classical organizational theory. The classical theory was considered to disregard
human capital including employees’ motives, goals, and aspirations. This was
emphasized in the human relations movement. The relationship between supervisor and
subordinate is considered instrumental in this theory. In summary, organizational success
is based on employee motivation and interpersonal relationships that occur enhancing
productivity.
23. Theories of Organizational
Development: Humanistic Organization Theory
Theory X and Theory Y
(McGregor, 1960)
Theory X:
Management assumes the worst of employees.
Management treats employees with rigid control and without respect.
Employees respond negatively to shoddy treatment.
Employees adapt to managements inaccurate assumptions.
Theory Y:
Humanistic and developmental orientation to enhance employee growth.
Managerial commitment and responsibility to provide employee opportunity for
advanced development.
Opportunity to provide goals and devise an achievable roadmap to accomplishment
with managerial support.
24. Theories of Organizational
Development: Open System Theory
3. Open System Theory
(Katz and Kuhn, 1978)
This is compromised of three basic elements:
1) Inputs: Raw materials, Human resources, Energy, and Machinery
2) Throughputs: Production processes, Service processes, and Training services
3) Outputs: Products, Services, and Knowledge
This theory drives a constant feedback cycle of lessons learned to drive continuous
improvement efforts. This includes product and employee attitude as targets for this
feedback driven system.
25. Theories of Organizational
Development: Theory Overview “Cross-
Pollinate”
4. Theory Overview “Cross-Pollinate”
The optimal situation required for employee and corporate efficiency should be a
hybrid with portions of all three theories previously defined. The Classical Theory offers
“Scientific Management” which is crucial to gain data and weigh against the levels of
acceptance that define your upper and lower specification limits for acceptance. This is your
also known as your BATNA (Best Alternative to Negotiated Agreement). Selecting the right
theory is crucial to optimize corporate performance from a functional standpoint and instill a
positive environment for personal and professional growth. This is a catalyst in the
Humanistic Theory “Y”. And finally, the Classical Theory is driven by a constant feedback
cycle which ultimately harnesses the principles of lessons learned to drive continuous
improvement.
In summary, a compilation of these three key ingredients generates a very effective
approach. These creates the hybrid that is named the Conglomerate Organizational Theory.
26. CONCLUSION:
Organizational Theory and Development is the opportunity the to
optimize corporate effectiveness. This can take place in a new company,
or to modify operations for an existing one. This overview is specifically
cascading the methodology and procedures to implement a TEAM based
structure. This allows employee input with representation from all
departments in the decision making process.
In summary, it is my belief that employee performance and
dedication will be enhanced with this structure. Lateral movement, driven
by a strong organizational theory, a committed managerial schematic, an
understanding of change management, and an appropriate mission and
vision will enhance the bottom line, while encouraging Teamwork and
allowing growth opportunities.
27. END OF REPORT
THANK YOU FOR LISTENING!
Reporters:
Ababon, Feliciano III
Rodrigo, Jehanne Lorelei
PA 204 (7:30-10:30AM)
CHAPTER 1 – Item A
Source:
Organizational Theory and Development
Siena Heights University
Dr. Patricia McDonald
LDR621 “Organizational Psychology”
By: Daniel L. Heady
Editor's Notes
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NOTE:
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