For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Organizational Behaviour and current management challenges Chapter 2

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Selected management concepts from the Industrial revolution Table 2.1

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning SCIENTIFIC MANAGEMENT Perronet’s time study (1760) Scientific management - identify what each job involves Design appropriate tools Selection & training of appropriate employees Encourage high productivity through incentive-based wage structure Appropriate management of work Evidence of other people interested in application of work study Jevons - different size of spade for different material densities Babbage - application of strict division of labour and incentive payments

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning ADMINISTRATIVE MANAGEMENT WeberFayol Barnard

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning THE HUMAN RELATIONS SCHOOL England - Industrial Fatigue Research Board (First World War) America – Sociometry The Hawthorne Studies ( ) Appreciative inquiry (AI) (1987) focuses on investigating and strengthening what is already beneficial and successful in organizations

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning THE QUANTITATIVE SCHOOL The impact of management science: Quality control Production-planning Forecasting methods Scenario planning

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning SYSTEMS APPROACHES TO MANAGEMENT Originated in the biological sciences General systems theory proposed common characteristics of systems across all disciplines and that systems contained strong self-regulation tendencies Continuum of complexity in systems development Open system Studies of 1940s coal mining practices Sociotechnical nature of effective job design

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning CONTEMPORARY MANAGEMENT CHALLENGES Include the challenges posed by: –global interconnectedness and the resulting increase in linkages, scope and reach of many organizational activities –ethical considerations and the demands for responsible action by organizations and by decision makers within them –the escalating levels of competition, growing scarcity in resource supply, and the resulting increase in productivity and performance pressures –the cumulative and interactive effects of the above factors and other environmental developments on necessary organizational change

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning GLOBALIZATION AND CULTURAL DIVERSITY Number and variety of external international linkages Number of external stakeholders Complexity of the external environment Managing across different international sites Variety of procedures and task requirements Cultural diversity within organizations

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning ETHICS AND CORPORATE SOCIAL RESPONSIBILITY Ethical perspectives in organizations: Utilitarian approach - is grounded in the concept of utility or usefulness - the needs of others should determine one’s own behaviour.: –Act utilitarianism - suggests that every dilemma should be regarded on its own merits. –Rule utilitarianism - requires rule frameworks to be created which can allow individuals to identify appropriate courses of action in specific contexts. Contract approach - grounded in the notion that agreements whether they be explicit or tacit should be honoured: –Restricted contractarianism - takes the view that every agreement entered into should be assessed through the veil of ignorance (on the impact). –Libertarian contractarianism - holds that the parties should be bound by any agreement voluntarily entered into as long as it does not conflict with the broader rules of a just society or cause harm to others.

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning corporate social responsibility For managers, the role of CSR in daily management introduces the challenge of balancing the triple bottom line of: –people –planet –profits (Elkington, 1994)

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning PERFORMANCE IMPERATIVE Hypercompetition - requires managers to achieve ever more with ever less inputs and decreasing resources, and to respond to environmental change and organizational requirements immediately. It brings three important challenges for managers: –Managers managing themselves –Managers supporting others –Managers developing and improving organizational and environmental awareness

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning PERVASIVE ORGANIZATIONAL CHANGE Figure 2.2

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Resistance to change Individual resistance Technical resistance Political resistance Cultural resistance Structural resistance

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Resistance to change Figure 2.3

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Resistance to change Figure 2.4

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Managing Organizational Change in the Comprehensive Framework for OB and Management in Organizations Add Figure 2.5 here