The Organisation Society Organisational Behaviour Deve.docx

The Organisation Society
Organisational Behaviour
Developed by Professor Martin Wood
RMIT University©2012 BUSM1100: 3 2
Last Week: Recap and Glossary
• Modern industrial capitalism arose from the inherent
inefficiencies in traditional and customary models;
• The emerging rationality of the labour process of capitalist
production that combines new technical knowledge with
increased scale of efficiency and exploitation
• Growth of industrial capitalist production built around the
notion of
bureaucracy
Today
• Overview and analysis of attempts to theorise the ongoing

managerial problem of the structure of enterprise
The Appliance of Science
• Decline in Protestant Ethic
• Rise in interest in reform of society through
discoverable scientific methods
• „More than ever, the world‟s greatest need is a
science of human relationships and an art of
human engineering based upon the laws of …
science‟ (Whyte, 1956: 24, added emphasis).
Scientific Management
„the American system of “scientific management” enjoys the
greatest triumphs in the rational conditioning and training of
work
performances. The final consequences are drawn from the
mechanization and discipline of the plant, and the psycho-
physical apparatus of man is completely adjusted to the

demands of the outer world, the tools, the machines, in short to
an individual “function”. The individual is shorn of his natural
rhythm as determined by the structure of his organism: his
psycho-physical apparatus is attuned to a new rhythm through a
methodical specialisation of separately functioning muscles,
and an optimal economy of forces is established corresponding
to the conditions of work‟
(Clegg and Dunkerley, 1980: 82, added emphasis)
Frederick Winslow Taylor
• aka Freddy „Speedy‟ Taylor
• How do you control and coordinate work in large scale
(industrial) bureaucracies?
• Produced accurate and scientific study of unit
production times The Principles of Scientific
Management (1911)
• Led to division of labour

Principle Aims
Aims:
1. To point out the loss through inefficiency
2. Scientific management
3. Emphasis on measurement, control and
predictability
Among Taylor‟s Recommendations
1.Division of labour
2.Work measurement
3.Individual task prescriptions Motivation through
incentive schemes
4.Role of management

5.Development of management thinking
Scientific Management Associates
Henri Fayol
• First comprehensive application of rationalisation principles at
the
level of management
Gulick and Urwick
• Early U.S. based (Urwick was English) management
consultants
who adapted Fayol‟s principles to rationalise work processes in
large conglomerates;
• More sophisticated approaches to enhancing worker
performance
Henry Ford
• All encompassing Fordism widened the scope of Taylorism

Some Notable Dissociates
• Antonio Gramsci – Italian formal theorist of (and for)
labour and resolutely against Taylorism:
• Braverman – another Marxist who argues scientific
management deskills though separation of mental and
physical.
• Durkheimian – further erodes social solidarity at the level
of the firm
• Weberian – Iron cage
• Rarely implemented fully
• Develops to serve and benefit bureaucrats
• Privileges past decisions and status quo

• Unimaginative and non-entrepreneurial
• Wasted talent / knowledge of workers
• No promotion (if good at role)
• Intrinsic value? More than just economic animals?
• Turnover, absenteeism
• Quantity not quality
Final Analysis: Efficiency and
Effectiveness?
New VISA Paywave
• Aimed at mass adoption by consumers
• Transaction times are crucial to the consumer
experience and the retailer business
• Marketed as a new and exciting consumer
experience
• Continuing emphasis on measurement, control
and predictability

McDonaldization Rationalization
and Mass Production
• McDonaldization is “The process by which the principles of
the fast-
food restaurant are coming to dominate more and more sectors
of
American society as well as of the rest of the World.” (George
Ritzer
The McDonaldization of Society p1)
• The processes are those of Rationality
– Bureaucracy – of organization
– Taylorism – of work design
– Fordism – of mass production
• The principles are
– Efficiency – the shortest distance
– Calculability – measure everything
– Predictability – time-space compression
– Control – non-human for human substitution

Elton Mayo and the Human
Relations Movement
• Human Relations School = a form of neo-Durkheimian
intervention to repair social solidarity at the level of the
firm
• Aimed at reducing likelihood of workplace unrest
through the study of the informal social relationships
• Contrasted the doctrine of possessive individualism
with that of the function of groups
• The famous „Hawthorne Studies‟ (1924-32)
Development of Human
Relations Theories
• Distinction between formal/informal organisation
• Formal and informal prescriptions need not (and often do

not) cohere: consensus as a myth?
• The worker does not always behave as the formal
organisational logic would prescribe Management training in
human relations techniques to address the question of the
control and coordination of work
• Psychological bias
Human Relations as Crusade?
„[The Human Relations School] may neglect the fact that
many problems of organization are in fact only problems
of and for management, and that these problems cannot
be spirited away through a change of supervisory style or
the learning of social skills. They are in fact structural
contradictions inherent in the hierarchical organization of
work in terms of distinct levels of mental and manual
labour, for the private appropriation of the fruits of the
collective product, and the inegalitarian treatment and
reward of organization members in the process‟
(Clegg and Dunkerley, 1980: 134, added emphasis)
References
Whyte, W. (1956) The Organization Man. Philadelphia:
University of
Pennsylvania.

Wright Mills, C. (1951) White Collar. London: Oxford
University
Press.
Organisations and Leadership
Organisational Behaviour
Developed by Dr. Ruth Barton
&
Dr. Margaret Heffernan, OAM
RMIT University©2013 2
This lecture is the
core topic
for
Assignment 1.

Aims of the lecture
What is leadership?
Define leadership
Approaches to leadership
Mainstream and emerging theories
Leadership styles and behaviours
Competencies of leadership
What is Leadership?
• ‘A social process in which one individual
influences the behaviour of others without the
use or threat of violence’ (Buchanan & Huczynsci,
1985 in Thompson & McHugh, 2009)
• ‘The acid test of leadership must be its ability to
improve organisational leadership’
(Fiedler, 1967, in Thompson and McHugh, 2009)
Leadership

• Leadership is broadly distributed,
rather than assigned to one person,
such that people in the tram and
organisation lead each other.
• (McShane et al. 2013: 382)
Shared
leadership
Approaches to Leadership
LEADERSHIP
Individualism
Essence of
leadership
Dualistic
views of
power and
influence
Untheorised /
exaggerated
agency

Fairhurst (2007)
Competency (Trait) Perspective of Leadership
Competency
Drive
Emotional
intelligence
Cognitive
ability
Knowledge
of the
business
Self-
concept
Integrity
Personality
Skills, knowledge,
aptitudes

and other
personal
characteristics
that lead
to superior
performance
RMIT University©2013
Traits and Characteristics
eg Stodgill (1974), Handy (1980)
Limitations:
personal characteristics that are equallyimportant in all
situations.
ive combinations of competencies may be
equally successful

performance
7
Leadership Styles and Behaviours
• McGregor (1960)
• Theory X
• Theory Y
Types and Roles
Lewin, Lippitt and White (1939)
–faire
Benne and Sheats (1948)

Types and Styles
Blake and Mouton’s (1978) Leadership Grid
Authentic leadership
Develop
own
style
Receive
feed-back
Being
yourself
Reflect
Emotional
intelligence

Effective
leaders need to act
consistently
with their values,
personality, and
self-concept
Source: McShane et al 2013: 384-385
11
Contingency (Situational) Perspective of Leadership
Path-goal
theory
Servant
leadership
Situational
leadership
Fiedler’s
Contingency
model
Leadership
substitutes

The most
appropriate
leadership style
depends
on the
situation.
Leaders
must be
insightful and
flexible,
and adapt
behaviours and
styles
to the
immediate situation.

Contingent Leadership
Fiedler’s (1974) Contingency Model
Favourable Unfavourable
13
Charismatic Leadership
Applied to a certain quality of an individual
considered extraordinary
treated as endowed with supernatural, superhuman,
specifically exceptional powers or qualities.
qualities are not accessible to the ordinary person
regarded as of divine origin or as exemplary , and the
individual concerned is treated as a “leader”’
(Weber,1968: 241)
Transformational Leadership

corporate future
vision
vision
Popular in 1980s and 1990s
(Dunphy and Stace,
1990)
Elements
Create a
strategic
vision
Communicate
the vision
Model the
vision
Build
commitment
towards the

vision
Source: McShane et al. 2013: 393
15
Paternal Leadership Style
Paternalism
Dependence
on the leader
Personal
relationships
Moral
leadership
Harmony
building
Conflict
diffusion
Social
distance
Didactic
leadership
Subtle,
dialogue

RMIT University©2013 Source: Fulop, L and Linstead, S
(2009) : 525 16
Paternal Leadership Tactics
Paternalism Centralisation
Non-specific
intentions
Secrecy
Protect
authority
Selective
favours
Non-emotional
ties
Differential
treatment
Reputation
building
RMIT University©2013 Source: Fulop, L and Linstead, S
(2009) : 526 17
Narcissistic Leader

Narcissism
image they project
validation narcissists need
RMIT University©2013 Source: Fulop and Linstead, 2009 18
Post Heroic Leadership
with a greater emphasis on developing
subordinates
(Bradford and Cohen, 1984)
Heifetz and Laurie (1997)

Followership
• Followership is the role of the group
member in supporting (or not) the
leadership role
• Leadership prototypicality
(Hogg, 2001)
• Social identity and leadership
(Haslam , 2001)
Implicit Leadership Perspective
how well that person fits preconceived beliefs about
the features and behaviours of effective leaders

(leadership prototypes)
organisational events
influence of people they call leaders
Source: McShane et al. 2013: 395- 396
21
The Three Levels of Leadership
Public
Private
Personal
RMIT University©2013 Source: Scouller, J. (2011) 22
RMIT University©2013 Source: Fulop and Linstead, 2009: 530
Leadership is very much a relational product of the societies
in which organisations operate.

ural variables will affect how leaders from different
cultural backgrounds manage in foreign cultures and with
culturally diverse groups.
23
References
• Fulop, L and Linstead, S (2009) ‘Leadership and Leading’
[Ch. 10], in
Linstead, S, Fulop, L and Lilley, S 9eds) Management and
Organization: A critical text, 2nd ed, Palgrave, Houndmills.
• McShane, S Olekalns, M and Travaglione, T (2013)
Organisational
Behaviour: Emerging knowledge. Global insights. McGraw Hill,
Sydney
• Rollinson, D (2005) Organisational Behaviour and Analysis:
An
integrated approach, Prentice Hall, Harlow .
• Scouller, J. (2011). The Three Levels of Leadership: How to

Develop
Your Leadership Presence, Knowhow and Skill, Management
Books
• Cirencester: Thompson, P and McHugh, D (2009) Work
Organisations: A critical approach, Palgrave, Houndmills.
24

The Organisation Society Organisational Behaviour Deve.docx

Recommended

Recommended

More Related Content

Similar to The Organisation Society Organisational Behaviour Deve.docx

Similar to The Organisation Society Organisational Behaviour Deve.docx (20)

More from ssusera34210

More from ssusera34210 (20)

Recently uploaded

Recently uploaded (20)

The Organisation Society Organisational Behaviour Deve.docx