This document summarizes several organizational theories and concepts. It discusses scientific management and human relations approaches from the early 20th century. It also outlines Max Weber's theory of bureaucracy and current trends incorporating new technologies. Key concepts on individual behavior, motivation theories, group dynamics, decision-making models, conflict management, and power/authority are defined. Theories from Maslow, Herzberg, McClelland, Vroom/Yetton, Simon/March/Cyert, and Kilmann on these topics are summarized.
This document provides an overview of organizational theory, outlining four main schools: formal theories, human relations, organizational humanism, and modern organizational theory. It discusses key thinkers and concepts within each school, including Max Weber's bureaucracy model, Frederick Taylor's scientific management, the Hawthorne Studies, and modern systems approaches. Organizational theory examines how organizations are structured and function internally and in relation to their external environment.
This document discusses organizational theory and development, defining it as using social and procedural methodologies to identify and guide corporate needs in order to define an organization's identity and enhance its ability to change and improve effectiveness. It outlines classical, humanistic, and open systems theories, emphasizing a hybrid approach. It also discusses participative management styles, elements of organizational change management, and the importance of defining organizational goals through a mission and vision. The conclusion advocates for a team-based structure allowing employee input to optimize performance and dedication through lateral communication, a strong theory, committed management, and a clear mission and vision.
The document discusses several theories of organization:
1. Classical theory viewed organizations as machines and workers as cogs, with the goal of efficiency. Neoclassical theory emphasized good human relations and social factors.
2. Bureaucratic theory examines organizations as systems of rules and authority. Weber's theory of bureaucracy defined its key features.
3. Systems theory views organizations as complex systems of interrelated elements and environments. Changes in one element impact others.
4. Contingency theory posits that the best organization structure depends on external factors like environment, strategy, and technology. Different structures suit different situations.
This document provides an overview of various theories of organization and management. It begins with definitions of key terms like organization and organizational management. It then discusses the history and development of organizational theories from classical theories like scientific management and bureaucracy to modern theories like systems theory, contingency theory, and chaos theory. The document provides details on prominent theorists and their contributions to different theories. It aims to explain how theories have sought to conceptualize how organizations are designed, function, and are administered.
This document discusses the importance of organizational behavior. It defines organizational behavior as the study of how individuals, groups, and structure influence behavior within organizations. It identifies key elements of organizational behavior as people, structure, jobs/tasks, technology, and the external environment. Structure can range from mechanistic to organic forms. Jobs can be designed in various ways to influence motivation. Technology and the external environment also impact organizational behavior. Understanding these factors is important for managing people and organizations effectively.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. Nina Aversano earned her doctorate in management from Case Western Reserve University and teaches courses on international business management and organizational behavior as an assistant professor at the College of Mount Saint Vincent in New York. Some key organizational behavior theories that help groups work more efficiently include scientific leadership, which uses time and motion studies to optimize job methods and timeframes, cognitive theories that acknowledge a changing social environment, and the systems approach which considers inputs, outputs, and processes with a feedback loop for modifications.
This document provides an overview of organizational theory, outlining four main schools: formal theories, human relations, organizational humanism, and modern organizational theory. It discusses key thinkers and concepts within each school, including Max Weber's bureaucracy model, Frederick Taylor's scientific management, the Hawthorne Studies, and modern systems approaches. Organizational theory examines how organizations are structured and function internally and in relation to their external environment.
This document discusses organizational theory and development, defining it as using social and procedural methodologies to identify and guide corporate needs in order to define an organization's identity and enhance its ability to change and improve effectiveness. It outlines classical, humanistic, and open systems theories, emphasizing a hybrid approach. It also discusses participative management styles, elements of organizational change management, and the importance of defining organizational goals through a mission and vision. The conclusion advocates for a team-based structure allowing employee input to optimize performance and dedication through lateral communication, a strong theory, committed management, and a clear mission and vision.
The document discusses several theories of organization:
1. Classical theory viewed organizations as machines and workers as cogs, with the goal of efficiency. Neoclassical theory emphasized good human relations and social factors.
2. Bureaucratic theory examines organizations as systems of rules and authority. Weber's theory of bureaucracy defined its key features.
3. Systems theory views organizations as complex systems of interrelated elements and environments. Changes in one element impact others.
4. Contingency theory posits that the best organization structure depends on external factors like environment, strategy, and technology. Different structures suit different situations.
This document provides an overview of various theories of organization and management. It begins with definitions of key terms like organization and organizational management. It then discusses the history and development of organizational theories from classical theories like scientific management and bureaucracy to modern theories like systems theory, contingency theory, and chaos theory. The document provides details on prominent theorists and their contributions to different theories. It aims to explain how theories have sought to conceptualize how organizations are designed, function, and are administered.
This document discusses the importance of organizational behavior. It defines organizational behavior as the study of how individuals, groups, and structure influence behavior within organizations. It identifies key elements of organizational behavior as people, structure, jobs/tasks, technology, and the external environment. Structure can range from mechanistic to organic forms. Jobs can be designed in various ways to influence motivation. Technology and the external environment also impact organizational behavior. Understanding these factors is important for managing people and organizations effectively.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Dr. Nina Aversano earned her doctorate in management from Case Western Reserve University and teaches courses on international business management and organizational behavior as an assistant professor at the College of Mount Saint Vincent in New York. Some key organizational behavior theories that help groups work more efficiently include scientific leadership, which uses time and motion studies to optimize job methods and timeframes, cognitive theories that acknowledge a changing social environment, and the systems approach which considers inputs, outputs, and processes with a feedback loop for modifications.
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
This document discusses organizational theories, including definitions of organizations, types of organizations, and Weber's bureaucratic theory. It describes organizations as social systems consisting of groups working towards goals. Formal organizations have clear structures, rules, and hierarchies, while informal organizations satisfy social needs. The document also examines educational institutions as organizations, noting their structures, environments, and how quality is assessed. Weber's bureaucratic theory advocates for hierarchical, rule-based structures as most efficient.
The document provides an overview of topics related to organizational behavior and management. It includes definitions of key terms like organization and organizational behavior. It also outlines the determinants and significance of organizational behavior for effectiveness. Various approaches to organizational behavior are discussed like systems approach, contingency perspective, and interactionalism. Challenges and trends in the field like globalization, diversity, and stimulating innovation are highlighted. Models of organizational behavior and a basic framework are presented.
The document summarizes the evolution of management thought from early contributors like Fayol and Taylor to more modern approaches. It outlines key aspects of the universal process approach, scientific/operational management, quality advocates, human relations movement, systems thinking, contingency approach, and issues with management by bestseller. Modern management is viewed as interdisciplinary, situational, and recognizing both human and systems factors within organizations.
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
This document discusses modern management practices and theories. It outlines several influential management theories developed over the 20th century, including scientific management, administrative management, bureaucracy theory, and behavioral theory. It notes that modern management practices are derived from these theories but may require modifications based on organizational needs and situations. Effective practices combine principles from multiple theories and focus on problem-solving, administration, human resource management, and leadership to help organizations achieve their objectives.
Organisational Behaviour Theories and Principles Dr.Aravind TS
This document provides an overview of several organizational theories and principles, including:
- Bureaucracy, with its key characteristics like hierarchy, rules, and division of labor as described by Max Weber.
- Scientific Management as developed by Frederick Taylor, which focused on separating planning from doing work, job analysis, and using financial incentives.
- Administrative Management Theory of Henri Fayol, which emphasized unity, authority, discipline, and developing managerial qualities.
- Modern theories like Reengineering, Benchmarking, Empowerment, Systems Approach, and Total Quality Management. The document outlines some of the main ideas and approaches of these various organizational frameworks.
The Relationship Between Organizational Theory & Behavior TheoryMaurice Dawson
This reaction paper will exhibit when organizational theories and behavioral theories are not aligned properly, an organization will become unmotivated, chaotic, and misguided. Through selections of various authors, these theories will be explained more in depth and how they relate to each other.
The document discusses the evolution of management theories from ancient times to the present. It describes early ideas on management, strategy, and leadership from thinkers like Sun Tzu and Machiavelli. It then covers the Classical, Behavioral, Quantitative, and Contingency approaches to management. The Classical approach from 1890 emphasized organizational efficiency while the Behavioral approach from 1910 focused on human factors. The systems approach from the 1950s-1960s viewed organizations as open systems. Finally, the Contingency approach of the 1970s recognized that the best management approach depends on the situation or circumstances.
Management is the organizational process that includes strategic planning, setting objectives, managing resources,deploying the human and financial assets needed to achieve objectives, and measuring results. Management also includes recording and storing facts and information for later use or for others within the organization.
1. The document traces the historical roots of contemporary management practices from pre-modern times to the present, covering contributions from Adam Smith, the Industrial Revolution, and major 20th century approaches including scientific management, administrative theory, and human resources approaches.
2. It then summarizes key concepts from each approach, such as Taylor's four principles of scientific management, Fayol's 14 principles of administration, Hawthorne Studies findings, Maslow's hierarchy of needs, and McGregor's Theory X and Y.
3. Finally, it outlines systems approaches including the view of organizations as open systems, the contingency approach that management depends on situations, and McKinsey's 7S framework.
This document discusses several theories and models of nursing management, including:
1) Henry Mintzberg's view that managers base decisions on "soft data" from informal conversations rather than objective analysis, and that managers fulfill 10 roles including figurehead, leader, and monitor.
2) W. Ouchi's "Theory Z" which calls for long-term employment and a combination of specialized and generalized training based on Japanese management principles.
3) Systems theory approaches that view organizations as purposeful, unified systems composed of interrelated parts that are also interrelated with the environment.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Modern management theory comprises quantitative theory, systems theory, contingency theory, and operational theory. Quantitative theory uses mathematical models and statistics to help managers make decisions. Systems theory views the organization holistically and as interconnected subsystems. Contingency theory posits that there is no universal management approach and the appropriate action depends on situational parameters. Operational theory integrates relevant concepts from different theories and applies them to managerial tasks.
This document outlines different theories of management, separating them into classical and contemporary approaches. The classical approaches include systematic management, scientific management, bureaucracy, and administrative management. Contemporary approaches discussed are quantitative management, organizational behavior, system theory, and contingency theory. For each approach, the document provides a brief overview and highlights of their key principles and potential limitations.
This document discusses several theories of organization, including:
1. Max Weber's bureaucratic theory which describes key features of bureaucracies like impersonal positions, rule-governed decision making, and defined chains of command.
2. Frederick Taylor's scientific management theory which aims to maximize efficiency through division of labor and incentive-based compensation.
3. Henri Fayol's administrative theory which emphasizes principles of management like specialization, authority, and coordination of functions.
4. Adam Smith's theory of the division of labor which argues specialization increases productivity but may reduce creativity and mobility.
The document also examines modernization theory and Frank Dobbin's arguments that modern organizations aim to maximize efficiency through innovations.
This document discusses four major modernist theories relating organizations to their environment: Environmental Contingency Theory, Resource Dependency Theory, Population Ecology Theory, and Institutional Theory. Environmental Contingency Theory states that organizational structure should depend on environmental conditions like complexity and change. Resource Dependency Theory examines how organizations rely on external resources and the power relationships that creates. Population Ecology Theory looks at how organizations compete for survival within environmental constraints. Institutional Theory considers how organizations seek legitimacy and power within their political and social environment.
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
This document discusses organizational theories, including definitions of organizations, types of organizations, and Weber's bureaucratic theory. It describes organizations as social systems consisting of groups working towards goals. Formal organizations have clear structures, rules, and hierarchies, while informal organizations satisfy social needs. The document also examines educational institutions as organizations, noting their structures, environments, and how quality is assessed. Weber's bureaucratic theory advocates for hierarchical, rule-based structures as most efficient.
The document provides an overview of topics related to organizational behavior and management. It includes definitions of key terms like organization and organizational behavior. It also outlines the determinants and significance of organizational behavior for effectiveness. Various approaches to organizational behavior are discussed like systems approach, contingency perspective, and interactionalism. Challenges and trends in the field like globalization, diversity, and stimulating innovation are highlighted. Models of organizational behavior and a basic framework are presented.
The document summarizes the evolution of management thought from early contributors like Fayol and Taylor to more modern approaches. It outlines key aspects of the universal process approach, scientific/operational management, quality advocates, human relations movement, systems thinking, contingency approach, and issues with management by bestseller. Modern management is viewed as interdisciplinary, situational, and recognizing both human and systems factors within organizations.
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
This document discusses modern management practices and theories. It outlines several influential management theories developed over the 20th century, including scientific management, administrative management, bureaucracy theory, and behavioral theory. It notes that modern management practices are derived from these theories but may require modifications based on organizational needs and situations. Effective practices combine principles from multiple theories and focus on problem-solving, administration, human resource management, and leadership to help organizations achieve their objectives.
Organisational Behaviour Theories and Principles Dr.Aravind TS
This document provides an overview of several organizational theories and principles, including:
- Bureaucracy, with its key characteristics like hierarchy, rules, and division of labor as described by Max Weber.
- Scientific Management as developed by Frederick Taylor, which focused on separating planning from doing work, job analysis, and using financial incentives.
- Administrative Management Theory of Henri Fayol, which emphasized unity, authority, discipline, and developing managerial qualities.
- Modern theories like Reengineering, Benchmarking, Empowerment, Systems Approach, and Total Quality Management. The document outlines some of the main ideas and approaches of these various organizational frameworks.
The Relationship Between Organizational Theory & Behavior TheoryMaurice Dawson
This reaction paper will exhibit when organizational theories and behavioral theories are not aligned properly, an organization will become unmotivated, chaotic, and misguided. Through selections of various authors, these theories will be explained more in depth and how they relate to each other.
The document discusses the evolution of management theories from ancient times to the present. It describes early ideas on management, strategy, and leadership from thinkers like Sun Tzu and Machiavelli. It then covers the Classical, Behavioral, Quantitative, and Contingency approaches to management. The Classical approach from 1890 emphasized organizational efficiency while the Behavioral approach from 1910 focused on human factors. The systems approach from the 1950s-1960s viewed organizations as open systems. Finally, the Contingency approach of the 1970s recognized that the best management approach depends on the situation or circumstances.
Management is the organizational process that includes strategic planning, setting objectives, managing resources,deploying the human and financial assets needed to achieve objectives, and measuring results. Management also includes recording and storing facts and information for later use or for others within the organization.
1. The document traces the historical roots of contemporary management practices from pre-modern times to the present, covering contributions from Adam Smith, the Industrial Revolution, and major 20th century approaches including scientific management, administrative theory, and human resources approaches.
2. It then summarizes key concepts from each approach, such as Taylor's four principles of scientific management, Fayol's 14 principles of administration, Hawthorne Studies findings, Maslow's hierarchy of needs, and McGregor's Theory X and Y.
3. Finally, it outlines systems approaches including the view of organizations as open systems, the contingency approach that management depends on situations, and McKinsey's 7S framework.
This document discusses several theories and models of nursing management, including:
1) Henry Mintzberg's view that managers base decisions on "soft data" from informal conversations rather than objective analysis, and that managers fulfill 10 roles including figurehead, leader, and monitor.
2) W. Ouchi's "Theory Z" which calls for long-term employment and a combination of specialized and generalized training based on Japanese management principles.
3) Systems theory approaches that view organizations as purposeful, unified systems composed of interrelated parts that are also interrelated with the environment.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Modern management theory comprises quantitative theory, systems theory, contingency theory, and operational theory. Quantitative theory uses mathematical models and statistics to help managers make decisions. Systems theory views the organization holistically and as interconnected subsystems. Contingency theory posits that there is no universal management approach and the appropriate action depends on situational parameters. Operational theory integrates relevant concepts from different theories and applies them to managerial tasks.
This document outlines different theories of management, separating them into classical and contemporary approaches. The classical approaches include systematic management, scientific management, bureaucracy, and administrative management. Contemporary approaches discussed are quantitative management, organizational behavior, system theory, and contingency theory. For each approach, the document provides a brief overview and highlights of their key principles and potential limitations.
This document discusses several theories of organization, including:
1. Max Weber's bureaucratic theory which describes key features of bureaucracies like impersonal positions, rule-governed decision making, and defined chains of command.
2. Frederick Taylor's scientific management theory which aims to maximize efficiency through division of labor and incentive-based compensation.
3. Henri Fayol's administrative theory which emphasizes principles of management like specialization, authority, and coordination of functions.
4. Adam Smith's theory of the division of labor which argues specialization increases productivity but may reduce creativity and mobility.
The document also examines modernization theory and Frank Dobbin's arguments that modern organizations aim to maximize efficiency through innovations.
This document discusses four major modernist theories relating organizations to their environment: Environmental Contingency Theory, Resource Dependency Theory, Population Ecology Theory, and Institutional Theory. Environmental Contingency Theory states that organizational structure should depend on environmental conditions like complexity and change. Resource Dependency Theory examines how organizations rely on external resources and the power relationships that creates. Population Ecology Theory looks at how organizations compete for survival within environmental constraints. Institutional Theory considers how organizations seek legitimacy and power within their political and social environment.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
2015 Grubb-School-of-Organisational-Analysis Programme-Flyer - final (2)Marjoleine Hulshof MA
This document summarizes a 3-year Masters in Organisational Analysis and Leadership program aimed at executive and senior management. The program takes a blended learning approach combining online and experiential seminars. It is designed to help organizations shift from good to great by developing leadership capacity and leveraging diversity within the organization. Participants complete an organizational transformation project in the third year to create impact aligned with the sponsoring organization's strategy and opportunities.
1. Organizational behavior is the study of how individuals, groups, and structures influence behavior within organizations. It draws from psychology, social psychology, and cultural anthropology to understand individual and group dynamics within organizational structures.
2. Business process outsourcing began in the 1960s and involves transferring repeated business processes like call centers to outside providers to reduce costs and improve quality. India is a major hub for BPO due to its large English-speaking workforce and lower costs.
3. Call centers handle high volumes of inbound and outbound phone calls for customer service, support, sales, and other functions. They have become increasingly popular for outsourcing customer-facing roles due to advantages in countries like India with large
Critical Theory Approach To OrganizationsArun Jacob
This document summarizes Stanley Deetz's critical theory approach to organizations. It discusses how organizations can ensure financial health while also increasing diverse human interests. It views organizations as both financial and political institutions and examines how communication practices can distort decision-making. It also discusses how corporate language exercises discursive control and excludes more than it includes, focusing on constituting reality rather than reflecting it. Finally, it outlines four approaches to decision-making - strategy, consent, involvement, and participation - analyzing how each includes or excludes voices in the process.
Critical theory originated from the work of the Frankfurt School in the 1920s. It aims to critique society, social structures, and systems of power in order to foster egalitarian social change. The Frankfurt theorists drew on Marx's critique of economy and society as well as Freud's work to develop an interdisciplinary approach. Key figures like Horkheimer, Adorno, Marcuse, and Habermas analyzed how power and domination operate through ideological and cultural forces. They sought to build a rational and just society through democratic politics and overcoming present oppression. While delivering important social criticisms, critical theory also faces some criticisms around its relationship to political practice.
This document provides an overview of critical theory and its application to organizational communication. It discusses the following key points:
1. The roots of critical theory in Frankfurt School philosophy and Marxism, and the view that knowledge and power structures in organizations serve to oppress workers.
2. Critical theorists see organizations as sites of domination by powerful groups over subordinate groups. Power dynamics and whose interests are served are important concerns.
3. Additional concepts discussed include ideology, hegemony, concertive control, and using critical theory to create more ethical and equitable workplaces.
4. Feminist organizational theory, organizational spirituality, and codes of ethics are explored as ways critical theory has been applied within organizations.
Organisational Management: Objectives & Case Studiesguest67a84a02
The document summarizes a presentation on organizational management focusing on decision making, managing teams, and good and bad organizational practices. It discusses techniques for group decision making like brainstorming and nominal group technique. It outlines the steps in the decision making process from identifying problems to evaluating decisions. It also looks at characteristics of effective teams like communication and direction. Different types of work teams for unique situations are examined, including problem-solving, self-managed, cross-functional, and virtual teams. Secondary research covers topics like succession management, predictive versus reactive management, cynical employees, and compensation practices.
1) The Fiedler Contingency Theory states that a leader's effectiveness depends on both their leadership style and the situation, including leader-member relations, task structure, and the leader's power.
2) Leadership style is measured using the Least-Preferred Co-Worker scale, with high scores indicating a relationship-oriented style and low scores a task-oriented style.
3) The theory contends that task-oriented leaders are best for very favorable or very unfavorable situations, while relationship-oriented leaders work best for situations of intermediate favorability.
This document discusses modern management theories. It begins by defining modern management and management theories. It then outlines several prominent modern management theories, including the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory. For each theory, it provides a brief overview and definition. The document focuses on explaining key aspects of several theories in more depth, such as total quality management, learning organizations, team building theory and related models like Belbin's team roles and Myers-Briggs Type Indicator. Overall, the document serves to outline and define several important modern management theories.
The classical theory of management evolved in the 19th century during the Industrial Revolution to establish management's role in organizations. It focused on efficiency and viewed employees as motivated solely by economic factors. The theory comprised three constituent theories: scientific management, which aimed to optimize work; bureaucratic management, which advocated a hierarchical structure; and administrative management, which saw management as a process of coordinating people. Classical theory emphasized specialization, structure, and economic incentives but ignored social and informal aspects of organizations. While it brought rationality and predictability, it also risked rigidity and goal displacement.
Modern theories of organizational communicationZeyd GÜLESİN
This document provides an overview of modern theories of organizational communication. It discusses four approaches to theorizing about organizations: postpositive, interpretive, critical, and postmodern. It also outlines seven traditions of communication theory: cybernetic, phenomenological, sociopsychological, sociocultural, semiotic, and critical. For each tradition, it provides examples of how that perspective would analyze an annual employee awards luncheon at a company, focusing on how meaning and social order are constructed through communication.
This document provides an overview of the evolution of management theories from the late 19th century to present. It discusses the classical theories including scientific management, bureaucratic management, and administrative management that emerged in the early 20th century focusing on efficiency. It then summarizes the neo-classical human relations movement and behavioral science approach. Finally, it outlines modern management theories including the quantitative approach, systems approach, contingency approach, and operational approach. The document is presented by different speakers and provides definitions and key contributors for each major stage in the development of management theories over time.
Forces driving organizational change include changes in the workforce, technology, economics, competition, social trends, and world politics. Planned change involves intentional and goal-oriented change activities led by change agents. Resistance to change stems from individual sources like habits and fear of the unknown, and organizational sources like structural inertia and threats to expertise. Approaches to managing change include Lewin's three steps of unfreezing, moving, and refreezing, as well as action research and organization development techniques. Creating an adaptive culture involves stimulating innovation through an innovative culture and creating a learning organization. Stress arises from environmental, organizational, and personal factors, and can cause physiological, psychological, and behavioral problems if not managed through individual approaches like time management
This document discusses organizational management and provides an overview of key concepts. It begins with a list of topics to be covered in the program, including organizational functions, decision making, healthcare systems, human resource management, and financing. It then asks why organizational management needs to be studied and lists reasons such as motivating people, operating technical systems, renewing the organization, and planning for the future. The rest of the document delves into definitions and principles of organizations, management functions and roles, organizational culture and environment, and approaches to management in different situations.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as organizational structure, organizational development, personality types, group dynamics, motivation, change management, power, and control within organizations. The answers are intended to help students prepare for and pass a final exam on leadership and management concepts.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
Communication Theory – Comm 300 F’14Task 4 – Mid-point Test – We.docxmonicafrancis71118
Communication Theory – Comm 300 F’14
Task 4 – Mid-point Test – Week 5 (6 pages)
Due in your Assignment folder by 11:59 p.m. ET Sunday, Week 5
Save the test as an MS Word document with the following filename: Test_Yourlastname
Your name: ____________________________
Part I. Match the term to its definition. The terms come from Chapters 1-4 of the course textbook. (20 points – 1 point each)
Answer
Term
Definition
symbol
1.positivistic, value-neutral study of phenomena
environment
2. transmitter of a message
public communication
3. studying cause-effect relationships
feedback
4. term often used in organizational communication to show rankings among people
semiotics
5. Research moving from theory to specific cases
narrow theory
6. arbitrary label or representation of phenomena
Socio-psychological research
7. tries to explain all aspects of communication behavior in a manner that is universally true
mediated communication
8. verbal and nonverbal responses to a message
nominal concept
9 Research moving from specific cases to theory
channel
10. looking broadly at the systematic processes of communication
validity
11. Usually, a speech given by a person to a live, present audience.
critical scholarship
12. research observations and measurements accurately capture and report on a real-world phenomenon
deduction
13. Rapidly changing context for communication
grand theory
14. ideas or phenomena that are not directly observable
source
15. study of signs and how they change meaning over time
cybernetic tradition
16. a person talking to him or herself
inductive
17. studies certain people in certain situations
hierarchy
18. questions social power relationships
empirical
19. situation or context where communication occurs
Intrapersonal communication
20. visual, aural, tactile, etc. pathways of communication
Page 2
Part II. Multiple Choice Questions. These questions relation to your assigned reading in Weeks 2, 3 & 4 (5 points – 1 point each). Highlight the correct answer.
1. Which of the following is an assumption of Cognitive Dissonance Theory?
a. human beings desire inconsistency in their cognitions
b. dissonance is created by physiological discomfort
c. dissonance is an aversive state that drives people to change attitudes and/or behaviors
d. none of the above
2. All of the following are assumptions about Uncertainty Reduction EXCEPT
a. it is unreasonable to attempt to predict people's behavior in a lawlike fashion
b. uncertainty is an aversive state, generating cognitive stress
c. people experience uncertainty in interpersonal settings
d. when strangers meet, they want to reduce their uncertainty and increase their predictability
3. At the heart of Social Penetration Theory is self-disclosure. All of the following statements about self-disclosure are true EXCEPT
a. nonintimate relationships typically progress to an intimate level without engaging in self disclosure
b. self-disclosure can be strategic, which mean.
This document discusses group dynamics and informal groups within organizations. It begins by defining key concepts like group dynamic and informal groups. It then discusses the nature and effects of informal groups, including how they emerge spontaneously but can either help or hinder the formal organization. The document outlines the roles of informal leaders and how they differ from formal leaders. It also discusses techniques for managing informal groups, like identifying informal leaders and considering their influence when making decisions.
Communication Theory – Comm 300 F’14Task 4 – Mid-point Test – Week.docxfathwaitewalter
Communication Theory – Comm 300 F’14
Task 4 – Mid-point Test – Week 5 (6 pages)
Due in your Assignment folder by 11:59 p.m. ET Sunday, Week 5
Save the test as an MS Word document with the following filename:
Test_Yourlastname
Your name:
____________________________
Part I. Match the term to its definition
.
The terms come from Chapters 1-4 of the course textbook. (20 points – 1 point each)
Answer
Term
Definition
symbol
1.positivistic, value-neutral study of phenomena
environment
2. transmitter of a message
public communication
3. studying cause-effect relationships
feedback
4. term often used in organizational communication to show rankings among people
semiotics
5. Research moving from theory to specific cases
narrow theory
6. arbitrary label or representation of phenomena
Socio-psychological research
7. tries to explain all aspects of communication behavior in a manner that is universally true
mediated communication
8. verbal and nonverbal responses to a message
nominal concept
9 Research moving from specific cases to theory
channel
10. looking broadly at the systematic processes of communication
validity
11. Usually, a speech given by a person to a live, present audience.
critical scholarship
12. research observations and measurements accurately capture and report on a real-world phenomenon
deduction
13. Rapidly changing context for communication
grand theory
14. ideas or phenomena that are not directly observable
source
15. study of signs and how they change meaning over time
cybernetic tradition
16. a person talking to him or herself
inductive
17. studies certain people in certain situations
hierarchy
18. questions social power relationships
empirical
19. situation or context where communication occurs
Intrapersonal communication
20. visual, aural, tactile, etc. pathways of communication
Page 2
Part II. Multiple Choice Questions.
These questions relation to your assigned reading in Weeks 2, 3 & 4 (5 points – 1 point each).
Highlight
the correct answer.
1.
Which of the following is an assumption of Cognitive Dissonance Theory?
a.
human beings desire inconsistency in their cognitions
b.
dissonance is created by physiological discomfort
c.
dissonance is an aversive state that drives people to change attitudes and/or behaviors
d.
none of the above
2.
All of the following are assumptions about Uncertainty Reduction EXCEPT
a.
it is unreasonable to attempt to predict people's behavior in a lawlike fashion
b.
uncertainty is an aversive state, generating cognitive stress
c.
people experience uncertainty in interpersonal settings
d.
when strangers meet, they want to reduce their uncertainty and increase their predictability
3.
At the heart of Social Penetration Theory is self-disclosure. All of the following statements about self-disclosure are true EXCEPT
a.
nonintimate relationships typically progress to an intimate level without engaging in self disclosure
b.
self-disclosure can be st.
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Organisational Theories
1. 1. Organisational theories: scientific management, human relations, bureaucracy, current trends:
1.1. Scientific management:
1.1.1. The US - scientific management.
1.1.2. Scientific management of Frederic Taylor (1920).
1.1.3. Short work cycles, task sequences, division of labour, selection and training, surveillance
1.1.4. Disregarded groups, piecework, money as reward, uniform and interchangeable workforce
1.1.5. Industrialisation in the US - new work systems for uneducated, migrant workforce
1.2. Human relations:
1.2.1. The US - human relations.
1.2.2. ‘Human relations’ of Follett and Mayo (1920)
1.2.3. Features: better working conditions improved productivity ‘ Hawthorne experiment’ of electric light and
short breaks, importance of informal groups
1.2.4. ‘soft’ approach in design of work systems
1.3. Bureaucracy
1.3.1. Germany: Weber’s (1910) bureaucracy
1.3.2. Based on legitimate authority of roles, continuity of employment and career development, rules and
procedures
1.3.3. Chain of command structure, multilayered management
1.3.4. Industrialisation in Germany and France - focus on non-manufacturing
1.4. Current trends
1.4.1. Systems - use of technology, processes adapted to people
1.4.2. Japanese management concepts - teamwork, JIT, TQM, kaizen, producer-supplier networks
1.4.3. Contingency -mix of management ideas, but economic approach dominates with people following
processes
2. Individual behaviour in organisation: perception, attributions, attitudes; personality and stress:
2.1. Perception:
2.1.1. A psychological process of interpreting sensory data.
a) Selective attention - cannot pay attention to all data
b) Perceptual organisation - looking for order in data
c) Interpretation - giving the data meaning
d) Behavioural response - outcome of behavior.
2.2. Attributions:
2.2.1. Attribution - assumption about cause and effect
2.2.2. Assumption - leads to belief, is based on attribution
2.3. Attitudes: Since the 1930s, industrial psychologists have attempted to link employee attitudes with
performance. Despite complicated theories and refined measures, the relationship between attitudes and
performance was, at best, very weak. The stimulus for this work stemmed from the Human Relations School
that put forward the proposition that ‘a happy worker is a productive one’ (that is, there is a relationship
between individual attitudes – in this case, job satisfaction – and how well an individual performed). However,
the empirical evidence did not support such a link.
2. 2.4. Personality & Stress:
2.4.1. Personality - a set of personal characteristics
2.4.2. Personality clusters traits (Eysenck 1990) - based on 2 dimensions: relationship with others and
emotional responses to the environment :( Introvert/extravert - Stable/unstable )
2.4.3. A and B personality (Friedman & Rosenman 1974) - resistance to episodic and chronic stress
2.4.4. ‘Big 5 personality traits’(Costa & McRae 1992):
2.4.5. Introvert/extravert
2.4.6. Agreeableness/hostility
2.4.7. Conscientiousness/heedlessness
2.4.8. Emotional stability/instability
2.4.9. Openness/close-mindedness to learning
3. Motivation theories: Maslow, Herzberg, McClelland:
3.1. Maslow:
3.1.1. Maslow- Need hierarchy.
a) Self-actualisation
b) Freedom
c) Transcendence - spiritual
d) Knowledge
e) Aesthetic - order, beauty
f) Esteem - attention
g) Affiliation -relationships
h) Safety
i) Biological
3.2. Herzberg:
3.2.1. Hygiene factor - organisational context:
a) Pay
b) Status
c) Security
d) Working conditions
3.2.2. Motivator - job content
a) Work
b) Responsibility
c) Achievement
3.2.3. Job can be designed to provide:
3.2.4. Intrinsic (job satisfaction ) and
3.2.5. Extrinsic awards (controlled by others)
3.2.6. Unskilled workers depend on hygiene factor
3.3. McClelland:
3.3.1. based on drives and motives, in dimensions of high and low need for:
a) Interest - work as challenge
b) achievement - ambition to achieve recognition
c) variety - gets bored
d) power - wants to control environment
e) social contact - likes socialising
f) money - priority
3. g) physical conditions - comfort
h) structure - job security
4. Groups and teams: formation, development and behaviours:
4.1. Formation:
4.1.1. Is developing the norm
4.1.2. The group is not yet a group but a set of individuals. This stage is characterised by talk about the
purpose of the group, the definition and the title of the group, its composition, leadership pattern, and life-
span.
4.2. Development:
4.2.1. Group socialisation process occurs in stages:
4.2.2. forming- norms develop:
a) High dependence on leader for guidance and direction. Little agreement on team aims other than
received from leader. Individual roles and responsibilities are unclear.
4.2.3. storming- conflict emerges:
a) Decisions don't come easily within group. Team members vie for position as they attempt to establish
themselves in relation to other team members and the leader, who might receive challenges from
team members.
4.2.4. norming- leader emerges:
a) Agreement and consensus is largely forms among team, who respond well to facilitation by leader.
Roles and responsibilities are clear and accepted. Big decisions are made by group agreement.
4.2.5. performing-teamwork is norm:
a) The team is more strategically aware; the team knows clearly why it is doing what it is doing. The
team has a shared vision and is able to stand on its own feet with no interference or participation from
the leader.
4.3. Behaviours:
4.3.1. Group behavior emanates from the causes that contribute to the group’s effectiveness.
4.3.2. As groups function and interact with other groups, they develop their own unique set of characteristics
including structure, cohesiveness, roles, norms and processes. As a result, groups may cooperate or
compete with other groups, and intergroup competition can lead to conflict.
4.3.3. Modern organisational structures - lean organisation (Womack 1970) and flat firm (Atkinson 1984) are
based on teamwork;
5. Decision-making models: Vroom & Yetton; Simon, March & Cyert:
5.1. Vroom & Yetton:
5.1.1. Effective decision is influenced by 3 factors:
5.1.2. Quality, acceptance, time, and vary from authoritative to participative.
5.2. Simon:
5.2.1. Rationality of decision making is restricted by environmental and personal limitations
5.2.2. Outcome: ‘satisficing’: (Limited information processing Heuristic devices biases )
5.3. March & Cyert:
5.4. EXHAUSTIVE VARIABLE CATEGORIES for analysis of decision-making
5.4.1. Variables that affect ORGANIZATIONAL GOALS
a) variables that influence ( DIMENSIONS of goals & ASPIRATION LEVELS on any dimension )
5.4.2. Variables that affect ORGANIZATIONAL EXPECTATIONS
a) variables that affect the process: (of DRAWING INFERENCES from given information, by which
INFORMATION is made available to the organization )
4. b) affecting: ( the intensity and success of search & the direction of search )
5.4.3. Variables that affect ORGANIZATIONAL CHOICE
a) variables that ( affect the definition of the problem, influence the standard decision rules, affect the
order of consideration )
6. Conflict management: resolution and stimulation:
6.1. Resolution:
6.1.1. Conflict resolution (Thomas Kilmann 1976)
a) Forcing/competing - for emergencies, causes resentment
b) Avoiding - for trivial problems, temporary solution
c) Compromising - for complex problems, as a backup, inconclusive
d) Accommodating - emphasises a common ground, temporary solution
e) The chapter emphasized the long-term benefits of collaboration, concluding that 'on the whole,
collaboration is a desirable state of affairs' for individuals and organizations.
6.2. stimulation:
6.2.1. Conflict is needed to stimulate organisational change with techniques:
6.2.2. Bring in consultants
6.2.3. Restructure company
6.2.4. Bring in new leadership and new management style
6.2.5. Set unachievable targets
7. Power and authority:
7.1. The capacity of an individual or social group to exert their will over the others and produce the results
consistent with their objectives
7.1.1. 5 basis of power
a) Are interralated and dynamic
b) Reward- money, praise
c) Coersion -implied sanctions, penalties
d) Referent - charisma-based
e) Expert - knowledge-based
f) Legitimate - authority of position
7.1.2. Legitimate Authority: In government, authority is often used interchangeably with the term "power".
However, their meanings differ: while "power" is defined as "the ability to influence somebody to do
something that he/she would not have done", "authority" refers to a claim of legitimacy, the justification
and right to exercise that power.
7.1.3. Legitimate power comes from the ability to influence because of position. People at higher levels have
power over the people below. However, each person with legitimate power applies their own individual
style.
8. Leadership (theory X and Y, and Z); entrepreneurship:
8.1. Theory X and Y ( McGregor 1960) :
8.1.1. Belief about subordinates determines choice of management style:
8.1.2. Theory X - negative assumptions about workers, e.g. no ambitions, lowest needs only - leads to
authoritarian management
8.1.3. Theory Y- positive assumptions about workers, can be motivated on many levels - leads to autonomy,
integrated goals
8.1.4. Theory Z (Ouchi 1981 ):
a) Based on Japanese-style organisation, features:
b) Long-term employment, welfare of workers of major concern to organisation
c) Informal control
d) Participative and collective decision-making
5. e) Individual responsibility
f) Lead to high performance systems: kaizen,JIT,TQM, loyalty of workforce
8.1.5. Entrepreneurship:
a) Different personality traits required:
b) Inspiring others, creating vision and purpose
c) Need for achievement and control, risk-taking,independence, innovation
8.1.6. Leadership style:
a) Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of
leadership. This early study has been very influential and established three major leadership styles.
8.1.6.a.1. Authoritarian or autocratic
8.1.6.a.2. Participative or democratic
8.1.6.a.3. Delegative or Free Reign
9. Organisational culture v. national culture:
9.1. Old, New:
9.1.1. Old: Cultures merge into global culture New: global culture is a surface layer
9.1.2. Old: ethnocentrism - Western civilisation superior to other civilisations, others must takes Western
cultural values
9.1.3. New: many cultures exist alongside, values compared, exchanges and negotiated
9.2. National culture: culture is learned, based on tradition, expresses self-identity, is dynamic in open societies
9.3. Different societal values:
9.3.1. West (low context) vs. non-West (high context)
9.3.2. Individualism v. collectivism
9.3.3. Monochromic (linear, measured) v. poly-chromic (cycle) time concept
9.3.4. Directness v. diplomacy
9.4. Different business values:
9.5. West v. non-West
9.5.1. performance v. relationship
9.5.2. Contract v. trust
9.5.3. Status- relaxed v. status conscious
9.5.4. Efficient v. ritualistic negotiations
9.5.5. Democratic v. autocratic management style
10. Communication process and barriers; verbal and non-verbal communication; communication styles:
10.1. Communication process and barriers:
10.1.1. Encoding
10.1.2. Channelling
10.1.3. Decoding
10.1.4. Feedback
10.2. can appear at any stage of communication and include:
10.3. conflict of context (meaning, assumption, belief)
10.4. conflict of data ( language, culture)
10.5. distraction (noise, volume, attention)
10.6. distance (status, geographical)
10.7. Verbal and non-verbal communication:
10.7.1. Verbal:
a) direct and unambiguous language
b) no attributions or evaluations of other’s behaviour
c) use of ‘I’ statements and cooperative ‘We’
10.7.2. Non-verbal:
a) direct eye contact
b) comfortable but firm posture
6. c) strong, steady voice
d) facial expression matched to message
e) appropriately serious tone
f) selective interruptions to ensure understanding
10.8. communication styles:
a) Assertive- e.g. objective, polite
b) communicating what you think, feel, want with mutual respect, needs strong intra-personal skills
c) creates effective relationships
11. Learning organisation; knowledge management:
11.1. Learning organisation:
11.1.1. is a company that creates and diffuses intellectual capital, then changes on the basis of it
11.1.2. Structure: (Structure is temporary)
a) Strategy- experiments used
b) Looking in- employees are customers
c) Looking out- feedback from customers
d) Learning opportunities- managers create support and feedback
11.2. Knowledge Management:
a) Comprises a range of strategies and practices used in an organization to identify, create, represent,
distribute, and enable adoption of insights and experiences. Such insights and experiences comprise
knowledge, either embodied in individuals or embedded in organizational processes or practice.
12. Managing change; change theories.
12.1. Managing change:
12.1.1. Acknowledged role of leadership in managing organisational change process
12.1.2. Developed 8 steps for leading organisational change to make it successful
12.2. Change theories:
12.2.1. Uses action research and group dynamics collective approach to facilitate change process and outcome.
Is based on a belief that the will of the subject of the change will make it effective. The stages are:
a) Unfreezing - compares to other, superior organisations (benchmarking)
b) Changing - involves learning, uses confrontation and re-education, role models, experts, mentors
c) Re-freezing - adds coaching and modelling, new attitudes and behaviours exhibited and assessed,
provides organisational culture to maintain change.
12.2.2. The process is driven by a strategic vision of company, translated into its current mission, which
requires change for a competitive advantage.
12.2.3. High failure rate of organisational change makes the process only partly effective.