Seven Categories in the Malcolm Baldrige National Quality Award Examination
Each Perspective has produced motivational & leadership theories theories.
Psychology the science of human behavior
Sociology the science of society Engineering the applied science of energy & matter
Success will require: • positive response to the competition in the international marketplace • responsiveness to ethnic, religious, and gender diversity in the workforce
Technology
Outputs: Products Services
Formal vs. Informal Organization
Formal Organization - the part of the organization that has legitimacy and official recognition Informal Organization - the unofficial part of the organization
Social Surface
U.S. Gross Domestic Product
Total $9.3 Trillion
15% 6%12% 8% 40% 19%
Federal purchases Personal durable goods Service
State/local purchases Personal nondurable goods Fixed investments
Change
• Too much change = chaos • Too little change = stagnation How do you view change?
Threat Opportunity
International Competition in Business
Thurow: the next several decades in business will be characterized by intense competition among the United States, Japan, and Europe in core industries.
Quality
• A potential means for giving organizations in viable industries a competitive edge in international competition • A rubric for products and services that are of high status • A customer-oriented philosophy of management with implications for all aspects of organizational behavior • A cultural value embedded in successful organizations
Six Focus Organizations
• • • • • • Ford Motor Company Gateway, Inc. Southwest Airlines Starbucks Corporation Harpo Entertainment Group American Red Cross
Performance appraisal Work design Organizational Design Organizational Design
Human Behavior
Organizational Structure
Jobs
Organizational vs. Individual Point of View
Clockworks or Snake pit?
Human Behavior in the Organization
Internal/External Perspective of Human Behavior
Internal Perspective External Perspective Understand human behavior in terms of Explain human behavior by examining Thoughts,feelings, past experiences, and needs Individuals’ history & personal value system External events, behavioral consequences, & environmental forces Surrounding external events & environmental forces
Cannot be optimized Quality Is not a fad Is not an end in itself
Three key questions in evaluating quality-improvement ideas 1. Does the idea improve customer response? 2. Does the idea accelerate results? 3. Does the idea increase the effectiveness of resources? YES means the idea should improve overall quality
Based on Harold Levitt, “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in J.G. March (ed.), Handbook of Organizations, Rand McNally, Chicago, 1965, p. 1145. Reprinted by permission of James G. March
Medicine the applied science of healing or treatment of diseases to enhance an individual’s health and well-being
Components of an Organization
Task - an organization’s mission, purpose, or goal for existing People - the human resources of the organization Structure - the manner in which an organization’s work is designed at the micro level; how departments, divisions, & the overall organization are designed at the macro level Technology - the intellectual and mechanical processes used by an organization to transform inputs into products or services that meet organizational goals (ch02)
Formal organization (overt) Goals & objectives Policies & procedures Job descriptions Financial resources
Informal organization (covert) Beliefs & assumptions about people, work, the organization Perceptions & attitudes Values Feelings, such as fear, rage, despair, & hope Group norms
Chapter 1 Introduction:Organizational Behavior in Changing Times Nelson & Quick
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Organizational Behavior
The study of individual behavior and group dynamics in organizational settings Organizational Variables
Hawthorne Studies: studies conducted during the 1920s and 1930s that discovered the existence of the informal organization
Formal & Informal Elements of Organizations
Organizations Task environment: as Systems Competitors
Unions Regulatory agencies Clients