1. Human Resources Approach
Chapter 3
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2. What to Do for This Chapter?
CS #1….answer questions and turn in for the CS points…
Activity…BM Leadership Grid
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3. Human Resources Approach
Acknowledges contributions of the classical and human relations approaches to organizing
Recognizes that individual labor is crucial in meeting organizational goals
Recognizes that individuals have feelings & needs
Emphasizes the employees’ cognitive contributions
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4. Recap on Human Relations
Lack of research and data to support relationship b/w fulfilling needs & satisfaction.
Hawthorne Studies served as springboard to Human Relations
Managers still control-fear of misuse & manipulation by management
Problem with relationship b/t worker satisfaction and productivity
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5. Flow Chart on H.R. Principle
Work
Factors
Satisfaction
For Higher
Order Needs
Job
Satisfaction
Produc-
tivity
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6. Flowchart Disconnect?
The relationship b/w “job satisfaction” & “productivity” is suspect
Is “satisfied” the same as “content?”
Are there other “things” that motivate us to be productive besides satisfaction?
Can you be satisfied and not productive?
Misuses of principles? (EX of PDM)
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7. Blake and Mouton’s Managerial Grid
Tool for training managers in leadership styles that would enhance organizational efficiency while stimulating individual creativity
Leaders are most effective when they exhibit a concern for workers and production (combines classical & human relations)
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8. Blake and Mouton’s Managerial Grid
5 prototype styles (pg. 52)
Impoverished (1,1)
Country Club (1,9)
Authority-Compliance (9,1)
Team (9,9)
Middle of the Road (5,5)
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9. Likert’s System IV
Focus on organizational form that can incorporate ideals of human resources
Motivational factors, decision making, goal setting, influence, performance
Four types are more or less effective in satisfying org. and individual goal
System I- Exploitive/Authoritative
System II- Benevolent/Authoritative
System III- Consultative
System IV- Participative organization
Linking Pin: An individual with membership in various work groups
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10. Ouchi’s Theory Z Contrasts Type J & Type A organizations (p. 55)
Lifetime vs. short-term employment
Holistic concern vs. segmented concern
Slow evaluation & promotion vs. rapid
Nonspecialized career paths vs. specialized
Collective decision making vs. individualized
Implicit control mechanisms vs. explicit control
Collectivist vs. individualistic cultures
Theory Z = adaptation of principles by West that fit with culture (A + J = Z)
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11. Communication Implications
Content-task, social, & innovation
Direction-all directions, team based, free flow from various locations (challenge is to be able to access & utilize)
Channel-all sorts, value on which ever channel fits best to content
Style-informal-congruent with “all-direction team based” communication
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12. ALSO….. Case in Point Spotlight on Scholarship (p. 58)
Building a Better Mousetrap (p. 56)
Retiring Resources (p. 61)
Spotlight on Scholarship (p. 58)
Case Study-Teamwork at the Marshall’s Processing Plant (p. 67) CS #1(Hand In)
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13. So, When is HR Appropriate?
Examples of Programs that stress team management and employee involvement
Japanese management systems
Scanlon Plan
TQM
Just in Time management
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14. When Doing HR, Consider This!
Know when team-based management is appropriate.
Consider the attitudes of top (and bottom) management.
Deal with cynicism about change.
Understand the nature of empowerment.
Facilitate the translation program.
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15. Summary Flow Chart (p.49) Blake & Mouton’s Managerial Grid (p.52-53)
Likert’s System IV (p )
Ouchi’s Theory Z (p.55-56)
Content, direction, channel, style of communication (p.57-59)
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