Professional Documents
Culture Documents
People are the heart of any organization. When people feel the organization is responsive to their needs and supportive of their goals, managers and leaders can count on their followers commitment and loyalty. Managers and leaders who are authoritarian or insensitive, who dont communicate effectively, or who simply dont care about their people can never be effective managers and leaders. The human resource manager and leader works on behalf of both the organization and its people, seeking to serve the best interests of both.
The job of the manager and leader is one of support and empowerment. Support takes a variety of forms: letting people know that they are important and that managers and leaders are concerned about them; listening to find out about their followers aspirations and goals; and, communicating personal warmth and openness. Human resource managers and leaders empower their followers through participation and openness as well as by making sure that they have the autonomy and the resources they need to do their jobs well. Human resource managers and leaders emphasize honest, two-way communication as a way to identify issues and resolve differences. They are willing to confront others when it is appropriate, but they try to do so in a spirit of openness and caring. Bolman & Deal (1991, p. 359)
Central Concepts:
Fundamental Challenge:
If the principles of scientific management were considered revolutionary, the assertions of the early human resources theorists were radical...
as their hypotheses challenged the antecedents and theories of practice governing how managers viewed workers for the new Industrial era.
David Owen
century mercantilist owned spinning mills throughout Scotland believed that worker productivity could be improved by being attentive to their basic human needs
18th
provided
in
contrast to prevailing practice, Owen trained his managers in humane disciplinary practices... ...endeavored to make workers origins origins rather than pawns of the organization pawns (de Charms, 1968)
active resources
competent and basically self-motivated bring skills, attitudes, energy, enthusiasm, and commitment
are self-regulating
replaceable cogs in a machine victims of incompetent bosses, bureaucratic inertia, and organizational doublespeak alienating, dehumanizing, and frustrating
invigorating opportunities to make a personal contribution a place to experience a sense of belonging, to build self-esteem, and to become self-actualized a place for personal and professional growth and challenge by asserting oneself and advocating ones needs
The issue raised by the human resources theories of practice is that of better aligning people and organizations not people or organizations...
because... people need organizations for the extrinsic rewards work provides for the intrinsic satisfaction work can provide organizations need people for a reliable and stable labor pool for the energy, effort, and talent people bring
1. organizations exist to serve human needs 2. organizations and people need each other
salaries opportunities careers ideas energy talent
The rise of industrial/organizational psychology in the 20th century, especially human needs theories, provided a theoretical focus to consider the fit of people and organization...
defined
5 4 3 2 1
asserted that the worker-structure conflict is built into the traditional principles of organizational design and management
task specialization defines jobs as narrowly as possible to improve efficiency ...but the outcome is that work is depersonalized and becomes monotonous
motivation is a psychological complex of two factors manifesting themselves in attitudes evident in their effects
2F
2 FACTORS
these factors are the objective elements and subjective feelings (i.e., needs or drives activated by the events themselves) antecedent to an attitude
hygiene factors
do
extrinsic
when
hygiene is not met, workers strike or give up motivation and become addicted to hygiene
Good organizational hygiene provides the foundation for higher motivation in the workplace...
hygiene factors
motivators
experiences
intrinsic
To inculcate higher motivation in workers, managers and leaders should focus on:
using
the organizing and planning functions to encourage high morale attending to the workers attitudes not the work process
While attending to worker morale and attitudes, managers and leaders recognize:
workplace hygiene is primary providing the foundation for motivation that motivation to work is a psychological process not a matter of a workers interest in the job that salary is a hygiene factor not a motivator
that
posited a theory of management, Theory X and Theory Y asserting that a managers assumptions about people become self-fulfilling prophecies evident in organizational behavior
Theory X...self-fulfilling prophecies: coercion tight controls threats punishments low productivity antagonism militant unions subtle sabotage
Theory Y...management through: open systems communication self-managing teams peer-controlled pay systems
so that people can achieve their own goals best by directing their efforts toward organizational rewards
While industrial/organizational psychology provided a theoretical focus to consider the fit of people and organization...
the goal of making the workplace and productivity a forum for people to express their freedom and dignity, as noble as this goal may be, has never been empirically proven.
watch
core values
identify and achieve goals
action strategy
design and manage the environment unilaterally
outcomes: behavior
defensive, inconsistent, fearful, and selfish appearance
outcomes: learning
no learning: self-sealing, protection from negative feedback
core values
maximize winning, minimize losing
action strategy
own and control what is relevant to ones interests
outcomes: behavior
engenders defensive, inconsistent, fearful, and selfish behaviors in others
outcomes: learning
single-loop learning: core values and assumptions remain unquestioned
core values
minimize the expression of negative feelings
action strategy
insulate oneself from criticism, discomfort, and vulnerability
outcomes: behavioral
reinforces defensive norms: mistrust, risk avoidance, conformity, and rivalry
outcomes: learning
core values and assumptions are tested privately
core values
be rational
action strategy
insulate others from being hurt
outcomes: behavior
critical organizational issues are not discussed
outcomes: learning
collusion that impedes organizational learning
3. get other(s) to change by... calmly using facts, logic, and rational persuasion to assert the merits of your point of view using indirect coercive influences formulating and issuing direct critiques
5. intensify pressures by offering to protect or to reject the other person(s) 6. if unsuccessful, bear no responsibility because the outcome is the other person(s) fault
Managers and leaders using a Model I theory of practice increase in workers... feelings of vulnerability self-protecting behaviors games of camouflage deception
organizational catastrophe
advocacy
a fundamental competence in relating with diverse individuals effectively the refined ability to inquire in a non-threatening way:
What is going on here? Why are people behaving as they are? What can I do about it?
is able to confront conflict in arguments, is able to distance oneself from the passion of the moment and to construct how other individuals are making sense of things complicates (rather than simplifies) ones understanding of how the organization really works
is comfortable with plurality, diversity, and ambiguity directs conflict towards productive ends while solving problems, resolves organizational issues
to increase group productivity managers and leaders must be able to address: others personal interests the requirements of various task roles the requirements of various personal roles informal group norms interpersonal conflict
2. invest in people
hire the right people and reward them well provide job security promote from within train and educate share the wealth of success
Because change causes people to feel incompetent, needy, and powerless, providing for the development of new skills, creating opportunities for involvement, and providing psychological support are essential managerial/leadership tasks.
4. keep on top of a large, complex set of activities 5. get support from bosses 6. get support from corporate staff and other constituents 7. motivate, coordinate, and control large, diverse group of subordinates
empowerment
1. help individuals and group develop a shared sense of direction and purpose 2. balance task and process goals 3. endeavor to make group work both satisfying and efficient
Analyzing organizations through four frames inculcates the conceptual pluralism needed to diagnose the issues underlying the problems manifesting themselves in human organizations.
the structural frame the human resources frame the political frame the symbolic frame
the human resources theories that managers and leaders can utilize in practice episodes
as these theories of practice provide managers a frame of reference to inform decision making, the
People are the heart of any organization. When people feel the organization is responsive to their needs and supportive of their goals, managers and leaders can count on their followers commitment and loyalty. Managers and leaders who are authoritarian or insensitive, who dont communicate effectively, or who simply dont care about their people can never be effective managers and leaders. The human resource manager and leader works on behalf of both the organization and its people, seeking to serve the best interests of both.
The job of the manager and leader is one of support and empowerment. Support takes a variety of forms: letting people know that they are important and that managers and leaders are concerned about them; listening to find out about their followers aspirations and goals; and, communicating personal warmth and openness. Human resource managers and leaders empower their followers through participation and openness as well as by making sure that they have the autonomy and the resources they need to do their jobs well. Human resource managers and leaders emphasize honest, two-way communication as a way to identify issues and resolve differences. They are willing to confront others when it is appropriate, but they try to do so in a spirit of openness and caring. Bolman & Deal (1991, p. 359)
Central Concepts:
Fundamental Challenge:
A POLITICAL SCENARIO
Managers and leaders have to recognize political reality and know how to deal with it. Inside and outside any organization, there are always a variety of different interest groups, each with its own agenda. There are not enough resources to give everyone what he or she wants, and there is always going to be conflict.
The job of managers and leaders is to recognize the major constituencies, to develop ties to their leadership, and to manage conflict as productively as possible. Above all, they need to build power bases and use power carefully. They cannot give every group everything it wants, although they can try to create arenas for negotiating differences and coming up with reasonable compromises. Managers and leaders also have to work hard at articulating what everyone in their organizations possesses in common. Managers and leaders must tell the people that it is a waste of time to fight each other when there are plenty of enemies outside that they can all fight together. Groups that fail to work well together internally tend to get trounced by outsiders who have their own agendas. Bolman & Deal (1991, p. 361)
Central Concepts:
Fundamental Challenge:
Develop agenda Form coalitions and build power base Acquire good intelligence Dispense information wisely
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