Week5 bolman deal_chap 6

Week5 bolman deal_chap 6

• 1.
  Chapter 6 People andOrganizations
• 2.
  People and Organizations Human Resource Assumptions  Human Needs  What Needs do People Have?  Theory X and Theory Y  Personality and Organization  Human Capacity and the Changing Employment Contract  Lean and Mean: More Benefits than Costs?  Investing in People
• 3.
  Human Resource Assumptions Organizations exist to serve human needs  People and organizations need each other  When the fit between individual and system is poor, one or both suffer  A good fit benefits both
• 4.
  Human Needs  Theconcept of “need” is controversial  Economists: people’s willingness to trade dissimilar items disproves usefulness of concept  Psychologists: need, or motive is a useful way to talk about enduring preferences for some experiences compared to others  Needs are a product of both nature and nurture  Genes determine initial trajectory  Experience and learning profoundly influence preferences
• 5.
  Maslow’s Need Hierarchy Needs arrayed in a hierarchy  Lower needs are “pre- potent”  Higher needs become more important after lower are satisfied  Maslow’s hierarchy:  Self-actualization  Esteem  Belongingness, love  Safety  Physiological
• 6.
  McGregor’s Theory Xand Theory Y  Theory X  Workers are passive and lazy  Prefer to be led  Resist change  Theory Y  Management’s basis task is to ensure that workers meet their important needs while they work  Either theory can be self- fulfilling prophesy
• 7.
  Argyris: Personality andOrganization  Traditional management principles produce conflict between people and organizations  Task specialization produces narrow, boring jobs that require few skills  Directive leadership makes workers dependent and treats them like children  Workers adapt to frustration:  Withdraw – absenteeism or quitting  Become passive, apathetic  Resist top-down control through deception, featherbedding, or sabotage  Climb the hierarchy  Form groups (such as labor unions)  Train children to believe work is unrewarding
• 8.
  Human Capacity andthe Changing Employment Contract  Handy – Shamrock form  Core group of managers  Basic workforce – part-time or on shifts to increase organization’s flexibility  Contractual fringe – temps, independent contractors  Lean and mean (win by cutting costs): downsize, outsource, hire temps and contractors  Invest in people (win with talent): build competent, well-trained work force  Shift from production economy to information economy produces skill gaps
• 9.
  Conclusion  Organizations needpeople and people need organizations, but the trick is to align their needs  Dilemma: lean and mean vs. invest in people
• 10.
  Conclusion  Organizations needpeople and people need organizations, but the trick is to align their needs  Dilemma: lean and mean vs. invest in people