Organizational Behaviour (MG5595) Approaches to Organisation & Management Lecture 2 Professor Ashley Braganza

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The Assessment Assignment ALL students MUST answer Questions 1 and 2, which should each be 500 words in length (not including references). References should appear at the immediately after each question and not as a single list at the end. Of the remaining 3 questions, students must choose ONE, and the length of this answer should be 1500 words (not including references).  COMPULSORY QUESTIONS – 500 WORDS EACH  Critically examine the relationship between leadership and management and the interplay between the two. Corporate Social Responsibility is increasingly important in organisations; explain why you think this is.  CHOOSE 1 FROM THE FOLLOWING THREE QUESTIONS – 1500 WORDS Explain how managers can enhance diversity in their team. Discuss how this contributes to increased organisational effectiveness. Illustrate your key arguments with examples of organisations in the public domain or one you are familiar with. Critically examine traditional hierarchical organisations structures and matrix organisations. Discuss the pros and cons of both. As a manager you can choose to take a more people-centric or scientific-centric approach to managing colleagues. Critically discuss both approaches and justify which approach you prefer to take.

Learning Outcomes By the end of the session, students should be able to: Understand the relationship between management theory and practice Identify the key trends in organization behaviour and management thinking Contrast the main features of the different approaches to organisation and management Evaluate the relevance of these approaches to contemporary management of organisations

The Development of Management Ideas The Classical Era How to organise the workforce Division of labour (labour as a resource) Work study (the process of work) Productivity Spans of control Hierarchy Bureaucracy Key Writers: Taylor, Fayol, Weber, Follet, Barnard

The Development of Management Ideas The Behavioural Era Human Relations Theorists: Mayo, Carnegie, Maslow, McGregor Behavioural Science Theorists: McLelland, Fiedler, Herzberg

Thinking About Organization Systems Thinking About decisions, analysis, provision of information and communication channels PEOPLE + TASK + TECHNOLOGY Even the most motivated people are restricted by the suitability of the organisation BACKGROUND: Mathematics, Operations Research, Systems engineering, Post World War 2. Key theorist: Joan Woodward

Thinking about Organization The Contingency Perspective Best viewed as an extension of the systems approach Seeks to determine the most appropriate managerial style and structure for a given set of circumstances Burns & Stalker, (1963) - introduction of terms ‘organic’ and ‘mechanistic’ to characterise/classify organisations Joan Woodward, (1971) - Technological determinism Lawrence and Lorsch, (1986) - Environmental determinism

Alternative ways of theorising: Critical Perspectives Seek to depart from scientific view Challenge basic assumptions of world view (ontology) and nature of truth (epistemology) Contest nature of reality; individuals will see this differently (Alvesson & Deetz) Contest individual determinism taking a contextual view (Wilmott) Employees are not seen as passive takers of management strategies, but active sense makers Challenge everything; even concept and nature of organisation Ways of ‘doing’ knowledge considered as are language and reflexivity ‘Critical theorists have shifted the image of management and the theoretical agenda from saviour to problem’ (Parker)

Activity Do managers always have the right answer to any problem or issues? Do you always have the right answer to a problem or issue? What makes any one person right or wrong? How do you explain to someone that they are wrong and you are right? Discuss these questions for 10 minutes with the person next to you and be prepared to share your discussion.

Postmodernism Postmodernism also seeks to challenge science by rejecting rationality, order, clarity, truth and intellectual progress. Main method this is achieved is through deconstruction: Identifying the assumptions underpinning arguments about ‘reality’ Challenging those assumptions Asking whose interests are served by representing the ‘truth’ in that way Management’s interests are usually served by such views of ‘reality’, also ensures that the following are unchanged: Ownership structure of capitalist enterprise Hierarchical nature organisational relationships Management/employee power relationships Management/employee reward inequalities Differentiation in physical working conditions Inequalities in development and career opportunities May be viewed as negative, but exposes alternative truths, and enables new agenda setting

Postmodernism Postmodernists primarily concerned with the way in which language is used to construct ‘reality’ Postmodernists seek to question what is commonly perceived and to introduce uncertainty and fragmentation Postmodernists reject ‘best’ practice, and the one best way of knowing; a diversity of perspectives is encouraged Preparing for a postmodernist future; Hatch (1997): Learn to take nothing for granted Deconstruct all claims to truth by exploring the embedded assumptions Keep asking whose point of view is benefited by this point of view Focus on how language is used to construct reality and identity Focus on what is not said, and what is hidden by conventional sayings Avoid ‘one right answer’ Dispute the categories into which we place people Forget the belief that we should all think the same way Be reflexive, challenge your own assumptions

A Social Constructivist View Social constructionism has its roots in both critical theory and postmodernism Systems, structures and processes are ‘socially constructed’ by people rather than being their essential core Language is important in constructing social and political realities Social realities are validated or rejected through social relationships within a ‘community of meaning’ Organisational social constructions: ideas, structures, processes, roles, identities, power relations, knowledge

Organizational Challenges and Opportunities In times of rapid change, understanding organizations has never been more valuable Critical issues for managers: The creation of a global village Workforce diversity Toward improving quality and productivity Improving people skills From management control to empowerment From stability to flexibility Improving ethical behaviour Response will depend on the view of ‘organisation’ they take, and the interpretation of reality they adopt

Thank you and see you next week!