8100Sess 1 Intro AJ Moodle v 13(1)

8/11/2019 8100Sess 1 Intro AJ Moodle v 13(1)

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SESSION ONE:

INTRODUCTION TO THECOURSE, STUDYING

ORGANISATIONS

DR ANDRIES DU PLESSIS

Welcome to APMG 8100

Organisations and Leadership


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SESSION OVERVIEW

IntroductionsCourse overviewAssessmentsReadingsExpectationsThe study of organisationsCase study .......


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ASSESSMENTS

Assessment 1: 30 Multiple Choice Questions,20 minutes, weighting : 10%

Assessment 2: Essay 40%

Assessment 3: Group presentation 10%

Exam Case study based 40%

30 credit course = 300 hours (48hrs class252hrs self-directed)


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Total Marks: 30. Weighting: 10% of overall course grade

INSTRUCTIONS

This is a learning exercise that requires you to read specificchapters in your text book as per lecturers instruction and

answer 30 Multiple Choice Questions (MPC).

The MPC test will take place at the end of session 6 in class

for the last 20 minutes of the session.More information will be given to you in class

REQUIRED

At least 2 Qsfrom session 1 & 2

Read the chapters as requiredMPCs

Attend all sessions for tips

Answer all 30 MPC questions in 20 minutes on the answer

sheet that will be provided by your lecturer


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Assessment 2: Assignment 4000 words40% of course

No late assignment will be accepted

The proposition is that: Every semester a

new topic / proposition will be given on

Moodle


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Write an essay on the above topic using

the following structure:Section 1 Introduction including definition ofkey terms. (15 marks)

Section 2 Arguments in agreement with the

proposition. (35 marks)Section 3Arguments in disagreementwith the

proposition. (35 marks)

Section 4Using an organisation with which youare familiar, discuss how leadership and leaders in

the organisation See Assessment Two on

Moodle. (15 marks)


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ASSESSMENT 3 GROUP ORAL

PRESENTATION

The topic is: TBA. or see Assessment

Threeon Moodle

Remain with the main thing which is

leaders, managers, .. in the

organisation.


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First come first choice will be given

(lecturers list)

Research this topic well and prepare for a 15

minute presentation with 5minutes fordiscussion (Q & A) by your class mates

Use Powerpoint slides or any other material in

support of presentationPresent your findings to the class in week 13


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EXPECTATIONS

Come to class or let me know if you cant make it.

Do the readings as required

Add value to the class through your participation

in discussions, contributions of experience,questions, comments, requests, etc.

Readings and textbook

Use of Moodle system Postgraduate study what is the difference?

(Written work, reading, contribution, quality ofwork, self-direction, confidence and initiative)


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STUDYING ORGANISATIONS

Defining Organisations: groups of people whowork interdependently toward the samepurpose; a consciously coordinated social

entity with a relatively identifiable boundary,that functions on a relatively continuous basisto achieve a common goal or set of goals;

structured patterns of interaction (organised)Organisation Structure: complexity,

formalisation, and centralisation


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DRIVERS OF ORGANISATION DESIGN

Functional

Simple

Matrix

Divisional

High

Low

Low High

Vertical (product/market differentiation)Horizontal(functional)specialisation

Spatial (geographic) differentiation


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Are there other designs of organisations?

????


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STUDYING ORGANISATIONS

Levels of analysis

The level of the company, the company as a whole, andrelationships between the company and others

The level of the group, the work unit, relationships withingroups, between groups and others

The level of the individual, the employment relationshipand relationships between individual actors and others.

Organisational Environment

The more quickly the environment is changing and themore greater the uncertainty, the greater the problemsfacing managers in trying to get to scarce resources


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Impact of Environment on StructureHierarchy of Authority

(direct leadership)

Hierarchy of authority

+ rules and procedures

Hierarchy of authority

+ rules and procedures

+ objectives, budgets etc

Structure / Design Adjustments

(increased vertical / decreased horizontal specialisation)

Measures reducing the need for

information processing

Measures increasing the org.

information processing abilities

OR

-Environmental management

-Creation of slack resources

-Creation of self-contained tasks

-Investment in vertical information systems

-Creation of lateral relationships

INCREASINGU

NCERTAINITY


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Summary of Env & Structure

The greater the level of uncertainty in the orgenv, the more complex its strategy & tech,the more highly skilled & qualified itsworkforce, the more likely managers willdesign a flexible structure that can changequickly

The more stable the orgs env, the lesscomplex & more well understood its strategyor tech, the less skilled its workforce, themore likely managers will design an org

structure that is formal and controlling


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How do managers design a structure?

Choices managers make on several issues:

How to group tasks into individual jobs

How to group jobs into functions anddivisions

How to coordinate functions & divisions

How to allocate authority

What type of integrating mechanisms to

use


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A SYSTEMS PERSPECTIVE

Organisations are intangible; they do notexist as a physical presence but as a set ofrelationships among people.

Metaphors: Machine and Organism

Open and closed systems

Input OutputTransformation

Feedback


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CHARACTERISTICS OF SYSTEMS

Environment awareness interacts with its environm Feedback info pertaining to system effectiveness

Cyclical character repetitive cycles

Tendency towards growth (open system) repair itself Steady state counteract winding down properties

Seeking growth and expansion likely to grow

Balance between maintenance and adaptation system adjust over time in internal and externaldemands

Equifinality final state from varied inputs & trans-

formation processes from variety of paths


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WHY IS A SYSTEMS APPROACH

USEFUL/OR NOT?

Presents the organisation as a unified wholemade up of subsystems

Interrelated and interdependent parts which

interact to produce this unified output Two diverse forces: Differentiation (functions)

& integration (coordinating devices)

A dynamic entity where transformation occursand value is added

Operates in the context of its environment

with delineated boundaries


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ARE THERE OTHER TYPES OF SYSTEMS?

Open system: to be discussed in class

Closed system: to be discussed in class

High-performance work system: to be discussedin class


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USING UNITEC AS AN EXAMPLE:

What are the primary inputs?

What is the nature of the

transformation process?What are the outputs?

What are the relevant subsystems?

What are some key externalenvironment factors affectingoperations


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ORGANISATIONAL LIFE-CYCLE STAGES

Entrepreneurial stage: formation stage in productlife-cycle

Collectivity stage: high commitment, still small org

Formalisation-and-control: formal rules, rolesdefined

Elaboration-of-structure: characteristics ofbureaucracy, new product search, growth

opportunities Decline: competition, poor management, changes,

techno changes, demand for products shrinking,conflict about resources, new leadership? Ceases toexist

l ib d


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Early contributors to management andorganisations

Also in OB course we only refer /give asummary of them in this course

Adam Smith efficient production through

specialised tasks and division of labour (simpleand repetitive tasks)

Robert Owen

Charles Babbage

Henry Towne

Focus on efficiency or people?


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Scientific Management F.W. Taylor1911

Scientific Management : 4 guiding action principles

1. Science for every job including rules of motion,processes, working conditions

2. Select workers with right abilities for the job

3. Train workers; give incentives to cooperate with thescience.

4. Support workers by planning their work Taylor tried to use scientific techniques to improve

productivity of people at work

i l ( ) i i l f


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Henri Fayol (1916) Principles ofManagement

Division of labour specialisation increases output - more efficient

employees Authority and responsibility a managers authority must equal

responsibility Discipline obey and respect rules effective leadership Unity of command orders from only one superior

Unity of direction same objective directed by same one manager usingsame plan Subordination of interests should not take precedence over interests of

organisation Fair remuneration fair wage for fair services Centralisation centralised to management or decentralised to employees

Scalar chain line of authority from top management to lowest rank Order people and material in the right place at the right time Equity managers to be kind and fair to employees Stability of personnel - high turnover is inefficient labour planning Initiative innovation employees will be efficient will do more

Esprit de corps team spirit will build unity within the organisation


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Mary Parker Follet (1933)

She died in 1933 and it was said that shewas one of the most important womenin sociology in America

She believed: it is a managers duty tohelp their employees; make an employee

an owner of their job; goodrelationships; business is a service;

Today: ??? What do you have in

this space??


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Max Weber (late 19thcentury) andBureaucracy

Clear division of labour jobs well defined

Clear hierarchy of authority authority and

responsibility well defined for each position Formal rules and procedures written

guidelines direct behaviour and decisions

Impersonality rules & procedures areimpartially applied no preferentialtreatment

Careers based on merit selected on ability


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Costs and benefits of the ClassicalApproach to Management

Three brancheswithin the ClassicalApproach: Scientific Mgt (Taylor), Admin

principles (Fayol) Bureaucratic org (Weber) Benefits efficiency, stability, quality

precision.

Costs dehumanisation, deskilling,adaptions, segmentalism, mindlessness,deviance

h l h


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Behavioural approaches to management(1920s)

Hawthorne studies(Elton Mayo)

Theory X and Theory Y(Douglas McGregor)

Theory of Human needs(Abraham Maslow)

Personality andOrganisations (Chris

Argyris)

Human resourceapproaches:Assumption: People aresocial and self-actualising


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The organisation as an organism

The Hawthorne Experiments (1924) Western ElectricCompany individual productivity

Illumination studies lighting performance?

Relay assembly test room (1927 Mayo) workerfatigue no relationship between changes in physicalwork conditions and output

Bank wiring room role of the work group restrict

their output to avoid displeasure

The Hawthorne Effect tendency of persons singledout for attention perform as expected


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A. Maslow human needs theory5. Self actualisation needs:

Highest level, self-fulfilment, use abilities tofullest

1. Physiological needs:food, water, wellbeing

2. Safety needs:security, stability

3. Social needs:Love, affection,belongingness

4. Esteem needs: Esteemin eyes of others, respect,prestige, mastery


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Douglas McGregor

McGregor was heavily influenced by theHawthorne studies and Maslow

Theory X assumes people dislike work,lack ambition, are irresponsible and preferto be led

Theory Y assumes people are willing towork, accept responsibility, are self-directed and creative

He wanted managers to shift their viewfrom assumptions (X) to beliefs (Y)


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Argyrisstheory of adult personality

Practices influenced by the classicalmanagement approaches are inconsistent with

the mature adult personalityHe differs from previous theorists

He advices: expand job responsibilities, allow

more task variety, adjust supervisory styles,promote better human relations

No one best way Contingency


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No one best way ContingencyTheory

Contingency thinking tries to match managementpractices with situational demands

Burns and Stalker Mechanistic and Organicapproaches to management

Adhocracies vs bureaucracies

Systems Theory a collection of interrelated partsworking together for a purpose

Open systems transforms resource inputs from theenvironment into product outputs

Quantitative approaches to management (Operationsmanagement, management information systems,mana ement accountin )


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Management Approaches since1980

Organisational CultureOuchi and Theory Z (Japanese Management)

describes a management framework

emphasising long-term employment andteamwork

Peters and Waterman (In Search of Excellence)

Total Quality Management (TQM)What are some others ? Learning

organisation, virtual organisation, network firm


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Management communication

Managers:

Information processor

80 per cent of day communicating

Scan their environment gathering data,facts and ideas

Effective managers establish themselves atthe centre of information networks tofacilitate the completion of tasks.


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Leadership communication

Leaders:Communicate the big picture

The vision rather then facts and pieces of

informationCommunication champion

Essential to building trust and

commitment to the visionInspire and unite people

Enables followers to live the vision


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Dialogue versus discussion


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Richness of channel


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FOR THE NEXT SESSION

To be announced in class

8100Sess 1 Intro AJ Moodle v 13(1)

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