Approaches To OB & Management PDF

Views the organization as an open system made up of interrelated and inter-dependent parts that interact as sub-systems Each organization is a system made up of a combination of many sub-systems. & E Sub-Systems: These sub-systems are inter-related. The organization is separate from the external...

Views the organization as an open system made up of interrelated and inter-dependent parts that interact as sub-systems Each organization is a system made up of a combination of many sub-systems. & E Sub-Systems: These sub-systems are inter-related. The organization is separate from the external environment - System Boundary: made up of other systems. - a combination of open and closed sub-systems. - ~ The whole organization is an Closed and Open Systems: open system made up of: - the sum of output of its subsystems Diagram: The Systems Approach: The collective output of the whole system is greater than: [TI Views organization as a machine and employees as the various parts of that machine. Synergy: e Advocates high specialization of labor Each sub- system works together to make up a single whole system. - Holism: Social needs and the need for job satisfaction does not exist or are unimportant - - Decisions made in any subsystem affect the entire system. * -> - Employees have only economical and physical needs The Systems approach views the Organization as an[ Open System consisting of several interrelated sub- systems. 3 - Classical Approach: con Centralized decision making It imports resources from its environment, processes them, and exports goods and services to theenvironment. - Notes - - Three levels of authority: business leaders at toplevel , middle management and supervisors : - Incentives to optimize productivity and, in turn, drive profits Systems theory helps managers grasp the interrelationships among parts of the organization and between the organization and its environment. - - (e.g. size, technology, environment) for each organization. - Focuses on centralized authority There is no single form of organization best suited to all situations and the most appropriate organizational structure and system of management is dependent upon the contingencies of the situation There is no one best way of doing things. Part of Classical Approach: Applies Scientific principles to find the "one best way" to do a job. Non-universality of management theory: Develop science for the elements of work to replace any existing practices or rules of thumb. Scientific Value Approach: Managers must develop a communication system adequate Select, train, teach workers - Information & Communication: The Principles are: to deal with environmental changes. Managers should have sufficient human relations skills to accommodate and stabilize change. Contingency/Situational Approach: Human Relations: Divide the work suitably between workers and managers 11. Approaches to OB & Management Provide financing incentives as motivation for employee productivity Managers must possess and continue to improve diagnostic skills 1. Orignated during Industrial Revolution Diagnostics: so as to anticipate and ready for environmental changes. 2. First Time manufactures could mass produce goods in factories Managerial policies and practices to be " effective, must adjust to changes in the environment. 0 Cooperate with workers to ensure work is done 3. Allowed manufacturers to make standard goods Environment: = - Management decision making is contingent upon the situation.* Classical Management Theory: Contingency: ⭕ 4. Depended on a constant flow of labor and materials - 5. Needed to plan organize, lead, control Individuals in an organization pursue personal goals shaped by their perceptions, influencing their actions. - - Social Action Approach: 6. The textile industry as among the first to capitalize on the new technology Social action theory emphasizes personal interpretations of situations toz explain behavior, u viewing conflict as a normal part of organizational life. 7. Focused on finding the "one best way." This management approach focuses on factors like technological impact, flexible structures, diverse skills, and complex employment relations. - Organizational goals are achieved by people working together effectively. & - - - Its goal is to enhance organizations through L diversity promotion. - People are the most important - Postmodernism: resource in an organization. - Individuals and organizations L desire efficiency by achieving maximum results with minimum inputs. - - - Postmodernists categorize these approaches but dismiss - the ideas of rationality, truth, and progress. 0 Although the degree of commitment to the scientific value system is increasing, as yet there is insufficient research to move the field entirely into science, completely divorced from philosophy. Human Relations Approach: Human relations within teams must fulfill both individual and organizational objectives simultaneously. - Balance between Philosophy and Science: - Motivation depends upon : teamwork, requiring co- ordination and cooperation of individuals involved. Human relations are important in motivating people. - Primary Contributors to Human Relations Approach: 7 .