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Monday, 25 April 2016
Sunday, 24 April 2016
THEORY ARE RELATED IN ORGANIZATION CULTURE.
ORGANIZATION CULTURE OR INDIVIDUAL
- TRAITS THEORY (1974)
Pro's
- That leadership depends upon having certain traits allows behavior modification to become more tenable in producing good leaders, if one takes to heart the writings of B.F. Skinner. Though the theory says that the traits are innate, this is controversial and allows testing as to whether or not the traits can be developed.
- Knowing what general traits make a successful leader aids in identifying potential leaders.
- The specific traits that are listed permits them to be available for quantification or correlation with validation techniques, such as brain scans.
Con's
- One question of what has been really added to the "Great Man Theory", other than an enumeration of traits. It is controversial whether or not these traits are innate.
- "Traits" in the trait theory refer to innate characteristics and it is questionable, at best, to consider them only as a partial outgrowth of personality.
- There is no situational awareness. The terms may mean different things in different contexts. What is malevolent in one situation may be beneficial in another.
Overview
The trait theory states that leaders have certain innate traits that enable them to lead, such traits as assertiveness, dependability, persistence and adaptability it is convenient to list the elements that Ralph Stodgill (1974), the originator of the trait theory, determined [1]:
Traits | Skils |
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McCall and Lombardo (1983), which expanded on the trait theory, argued that a leader is made or broken based on emotional stability, the ability to admit faults and errors, intellectual strength and having refined interpersonal skills and relations
Readmore: http://www.leadership-central.com/trait-theory.html#ixzz46hhNlEFJ
- OUCHI Z THEORY (1980)
* Focuses on increasing employee loyalty to the company by providing a job life and focusing on the employee's well being.
* Theory Z management tends to promote stable employment, high productivity, high employee morale and satisfaction.
* Management must have a high degree of confidence in its workers in order for this type of participative management to work.
* Management must have a high degree of confidence in its workers in order for this type of participate management to work.
* Theory Z management tends to promote stable employment, high productivity, high employee morale and satisfaction.
* Management must have a high degree of confidence in its workers in order for this type of participate management to work.
* Management must have a high degree of confidence in its workers in order for this type of participate management to work.
* Theory Z management tends to promote stable employment, high productivity, high employee morale and satisfaction.
* Management must have a high degree of confidence in its workers in order for this type of participate management to work.
- ATTRIBUTION THEORY, HELDER (1958)
- Concerned with how and why ordinary people explain events as they do.
- Heider didn’t so much develop a theory himself as emphasize certain themes that others took up.
- Two main ideas that he put forward that became influential: 1. Internal Attribution: The process of assigning the cause of behaviour to some internal characteristic, rather than to outside forces. When we explain the behavior of others we look for enduring internal attributions, such as personality traits. For example, we attribute the behavior of a person to their personality, motives or beliefs.
2. External Attribution: The process of assigning the cause of behaviour to some situation or event outside a person's control rather than to some internal characteristic. When we try to explain our own behavior we tend to make external attributions, such as situational or environment features.
- Heider (1958) believed that people are naive psychologists trying to make sense of the social world.
- MC GREGOR X & Y THEORY (1960)
# McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.
# Suggest that there are two fundamental approaches to managing people. Many managers tends towards theory x, and generally get poor results.
# Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.
# McGregor's ideas significantly relate to modern understanding of the psychological contract, which provides many ways to appreciate the unhelpful nature of X-Theory leadership, and the useful constructive beneficial nature of Y-Theory leadership.
# Theory Y = Commitment to objectives is a function of rewards associated with their achievement.
# Theory X = The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.
- LEWINS CHANGE THEORY (1939)
Did leadership decision experiments in 1939 and identified three different styles of leadership, in particular around decision-making:
1. Autocratic style
* Leader takes decisions without consulting with others. The decision is made without any form of consultation. In Lewin's experiments, he found that this caused the most level of discontent.
* It works when there is no need for input on the decision, where the decision would not change as a result of input, and where the motivation of people to carry out subsequent actions would not be affected whether they were or were not involved in the decision-making.
2. Democratic style
* Leader involves the people in the decision-making, although the process for the final decision may vary from the leader having the final say to them facilitating consensus in the group.
*Democratic decision-making is usually appreciated by the people, especially if they have been used to autocratic decisions with which they disagreed. It can be problematic when there are a wide range of opinions and there is no clear way of reaching an equitable final decision.
3. Laissez-Faire style
* To minimize the leader's involvement in decision-making, and hence allowing people to make their own decisions, although they may still be responsible for the outcome.
* Works best when people are capable and motivated in making their own decisions, and where there is no requirement for a central coordination, for example in sharing resources across a range of different people and groups.
* Theory Z management tends to promote stable employment, high productivity, high employee morale and satisfaction.
Did leadership decision experiments in 1939 and identified three different styles of leadership, in particular around decision-making:
1. Autocratic style
* Leader takes decisions without consulting with others. The decision is made without any form of consultation. In Lewin's experiments, he found that this caused the most level of discontent.
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WHAT DO CULTURE DO?
culture function.
more at http://www.citeman.com/3998-what-do-cultures-do.html#ixzz46j0D88B9
culture function.
- boundary defining - role
- it conveys a sense of identity for organization members
- culture facilitates the generation of commitment to something larger than one’s individual self interest
- it enhances the stability of the social system
Culture as a liability
The culture is treated in a non-judgmental manner and we are not saying that it is good or bad but only that it exists.
case in culture
High turnover even in the managerial ranks is fairly common in the restaurant industry. So the fact that Bubba Gump Shrimp Co., a seafood restaurant and chain with 14 locations lost no general managers during 2002 was quite a feat. How did the company do it? Company president and chief executive, Scott Barnett, gives credit to Bubba’s strong culture.
He says “we believe that people make the difference. Almost every decision we make has a people elements to it. People are discussed some might say, ad nauseam. But it is so critical to us that we have people in the right places”.
The company is obsessed with finding individuals who will embrace the chain’s strong devotion to food and respect for people. They have tried to create an atmosphere where people feel respected by people in the company and by the people that run it. People need to feel they can make a difference. Then you are empowered and that counts for a lot. There has to be integrity about the company. People are excited about being there. If they feel they are getting some thing and doing something they want to do and the organization is behind them, issues about long workdays and all that become less of a problem.
A powerful device for hiring the right people at Bubba Group is the job interview. The firm calls it a working interview. Job candidates are required to work on the floor. They greet customers at tables, help run food, see how the kitchen operates and get a look at what working at the restaurant is like. This gives prospective employees realistic insights into the company’s culture and the job they will be doing. It also gives management an opportunity to see how well the candidate fits in with staff and customers.
more at http://www.citeman.com/3998-what-do-cultures-do.html#ixzz46j0D88B9
Monday, 28 March 2016
ORGANIZATION BEHAVIOR MODEL,
- ORGANIZATIONAL MODELS have three element are connected another. the elements is:
- Individual
- Organization
- Systems
- EXAMPLE OF ELEMENTS
- the model of OB have two element are important.
- x - input is causes
- y - output is objective and effect
- x and y are also are IV ( independent variable) and DV ( dependent variable)
- example for OB model in organization culture:
Sunday, 27 March 2016
CASE STUDY : SOUTHWEST AIRLINES
SOUTHWEST AIRLINES
After the September
11, 2001 terrorist attacks, Southwest Airlines (Southwest) and the entire
airline industry in the US faced devastating losses. Major airlines rushed to
the US Congress for relief in the form of federal assistance. The industry was
allocated $15 billion; a part of the relief came as outright grants to cover
the losses of operating revenue following the shut down of the industry by
federal order, while the rest was in the form of loan guarantees.
However, this
assistance was not enough to pull the industry out of its heavy losses. It continued to lose billions of dollars
every day because of the slow rate of passenger return.
To reduce their
losses, the airline industry in the US cut the number of flights by 20% and
laid off 16% of their workforces in the weeks following the attacks. However,
one airline that responded differently to the crisis was Southwest. The airline
had its own unique approach to the crisis. Southwest avoided layoffs altogether
and stuck to its mission of caring for its employees.
It was felt
that avoiding layoffs in the face of a dramatic decline in demand would
jeopardize Southwest's short-term prospects. The company was losing millions of
dollars per day in the weeks following the terrorist attacks. However,
Southwest was willing to suffer some damage even to its stock prices, to
protect the jobs of its people.
Southwest's
no-layoff response to September 11 was a reminder to its employees of the
organization's tradition of caring for its people. When asked to comment on
this, an official explained, "Its part of our culture. We've always said
we'll do whatever we can to take care of our people. So that's what we've tried
to do
Southwest has
been profitable every year for 31 years since it started its operations in
1971. During this period most airlines have struggled to achieve three or four
years of consecutive profitability. In 2002, the total market value of
Southwest was $9 billion, larger than that of all the other major airlines in
the US put together (Refer Exhibit I). The airline achieved high levels of
employee satisfaction and was included in the Fortune magazine's list of the
"100 Best Companies to Work for in America" for three years in a row.
Many analysts feel that the remarkable performance of Southwest is because of
its ability to build and sustain relationships characterized by shared goals,
shared knowledge and mutual respect between employees.
Background
Note
In 1967,
Rollin King, a San Antonio entrepreneur who owned a small commuter air service,
and his banker, John Parker, initiated the idea of starting an airline company
called Air Southwest Co. (later Southwest Airlines Co.)
They wanted
to provide the best service with the lowest fares for short-haul,
frequent-flying and point-to-point 'non-interlining'2 travelers. Herbert D.
Kelleher, (Kelleher), who was the legal advisor to King's air service, later
joined them to start the airline company. The trio decided to commence
operations in the state of Texas, connecting Houston, Dallas and San Antonio
(which formed the 'Golden Triangle' of Texas). These cities were growing
rapidly and were also too far apart for travelers to commute conveniently by
rail or road. With other carriers pricing their tickets unaffordably high for most
Texans, Southwest sensed an attractive business opportunity.
Shaping Southwest's Organizational Culture
Operational
Philosophy
Southwest's
objective was to provide safe, reliable and short duration air service at the
lowest possible fare. With an average aircraft trip of roughly 400 miles, or a
little over an hour in duration, the company had benchmarked its costs against
ground transportation. Southwest focused on short-haul flying, which was
expensive because planes spent more time on the ground relative to the time
spent in the air, thus reducing aircraft productivity. Thus it was necessary
for Southwest to have quick turnarounds of aircraft to minimize the time its
aircraft spend on the ground. Southwest limited the turn time for each plane to
ten minutes or less. It has managed to limit airplanes' turn time to (about
20-25 minutes) over the years (Refer Table II.)...
Human
Resource and Organization Behavior | Case Study in Management, Operations,
Strategies, Human Resource and Organization Behavior, Case Studies
Leadership
Southwest's
organizational culture was shaped by Kelleher's leadership. Kelleher's
personality had a strong influence on the culture of Southwest, which
epitomized his spontaneity, energy and competitiveness. Southwest's culture had
three themes: love, fun and efficiency. Kelleher treated all the employees as a
"lovely and loving family". Kelleher knew the names of most employees
and insisted that they referred to him as Herb or Herbie. Kelleher's
personality charmed workers and they reciprocated with loyalty and dedication.
Friendliness and familiarity also characterized the company's relationships
with its customers...
Building
Relationships
Since its
inception, Southwest attempted to promote a close-knit, supportive and enduring
family-like culture The company initiated various measures to foster intimacy
and informality among employees. Southwest encouraged its people to conduct
business in a loving manner. Employees were expected to care about people and
act in ways that affirmed their dignity and worth. Instead of decorating the
wall of its headquarters with paintings, the company hung photographs of its
employees taking part at company events, news clippings, letters, articles and
advertisements.
Human
Resource and Organization Behavior | Case Study in Management, Operations,
Strategies, Human Resource and Organization Behavior, Case Studies
All these
characteristics were ingrained in the organizational culture of Southwest.
ABOUT ORGANIZATION CULTURE.
DEFINITION OF ORGANIZATINAL CULTURE
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behavior of the members of the organization.
ORGANIZATIONAL CULTURE INSTITUTIONALIZATION.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behavior of the members of the organization.
ORGANIZATIONAL CULTURE INSTITUTIONALIZATION.
SEVEN PRIMARY CHARACTERICTIC
UNIFORM CULTURE IN ORAGNIZATION
Organizational culture represents a common perception held by the organization members:
- Dominant culture expresses the core values that are shared by a majority of the organization’s members.
- Subcultures are “minicultures” which tend to develop in large organizations to reflect common problems, situations, or experiences. These usually are defined by department or geographical separations.
- Core Values or dominant (primary) values are accepted throughout the organization
- Strong vs. Weak Cultures
- Strong = cultures in which the core values are intensely held and widely shared
- Culture vs. Formalization
· Often, rules and regulations re: performance are transmitted through culture – they do NOT need to be formally (explicitly) written in order to function. Thus, culture can act like formalization in some ways.
- Org Culture vs. National Culture
· National culture has more influence on employees than org culture – so, for multinational orgs, the goal could be to hire applicants who fit the organizational (dominant) culture
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