Minimum Requirements for Organization Ppt

Minimum Requirements for Organization Ppt

3 TYPES OF ORGANIZATIONAL THERAPIES1) Classical Organizational Theory a) Taylor`s Scientific Management Approach b) Weber`s bureaucratic approach c) Administrative theory 2) Neoclassical theory 3) Modern theories a) The systemic approach b) Socio-technical approach c) The contingency or situational approach 4) Individual processes: a) Motivation theory b) Role theory c) Personality theory 11 d) Management functionsFayol (1949) considered management as a series of planning, organizational, training, command and coordination functions. Gulick and Urwick (1937) also considered organization in terms of management functions such as planning, organizing, staffing, managing, coordination, reporting, and budgeting.18 b) Socio-technical approach to systemsThe socio-technical systems approach is based on the premise that each organization consists of people, the technical system and the environment (Pasmore, 1988). People (the social system) use tools, techniques and knowledge (the technical system) to produce goods or services that are valued by consumers or users (who are part of the organization`s external environment). Therefore, a balance between the social system, the technical system and the environment is necessary to make the organization more efficient. 6 B) WeberWeber`s (1947) bureaucratic approach based the concept of formal organization on the following principles: 1. Structure: In the organization, positions should be organized in a hierarchy, each with a specific and fixed degree of responsibility and authority. 2. Specialization: Tasks should be distinguished on a functional basis and then separated by specialization, each with a distinct chain of command. 3.

Predictability and stability The organization must operate according to a system of procedures consisting of formal rules and regulations. Rationality: The recruitment and selection of staff must be impartial. Democracy: responsibility and authority must be recognized by labels rather than by people 22 C) Personality theory 😛 ersonality can support or hinder the achievement of work objectives, depending on the adjustment. For example, personality types are type A vs type B Type A personalities are competitive, impatient, looking for efficiency and always seem in a hurry. Type B personalities are relaxed and possess more patience and emotional stability, but tend to be less competitive. In a work environment, Type A tends to be more productive in the short term and pursue more demanding tasks. However, they also have a greater tendency to health risks and are less susceptible than type B. Organizations can play a role in developing their employees to succeed. Workshops, seminars, and even book clubs focused on developing or strengthening organizational success. Taking into account a variety of experiences with appropriate support can maximize and broaden the skills of each employee 16.

(ii) Connect processesCommunication: Is a means of triggering actions, control and coordination to connect decision-making centers in the system in a composite form. Balance: Is the balance between the different parts of the system so that they maintain a harmoniously structured relationship with each other. Decision analysis: Decisions may involve producing or participating in the system. The decision to produce depends on the attitude of the individual and the requirements of the organization. The decision to participate refers to the person`s decisions to get involved in the organizational process. It depends on what they get and what is expected of them in participatory decision-making. 20 (4) Individual processes(a) Motivation theory: • Motivation determines behaviour; It is the force behind an individual`s decision whether or not to commit certain actions or behaviors. • An individual calculates an ―E‖ (energy, enthusiasm, effort) the product of need and prediction of the probability of achieving the desired results. • When a person enters into a contract with an organization, a calculation is made in relation to the e‖ of the person.

• Organizations also highlight an ―E‖, either by resources (salary) alone, or by other elements such as prestige and stature. This exchange sets the boundaries of a physical and psychological contract‖ between the organization and the person • Management should carefully consider how to maintain or adjust the psychological contract to keep the person as a productive member of the team. 4 Classical organizational theoriesA) Taylor`s scientific management approach: -Based on the concept of work planning to achieve efficiency, standardization, specialization and simplification. Taylor suggested that to increase productivity through mutual trust between management and employees, try not to clutter a slide with too much text, graphics, or color. Research from the Wharton School of Business suggests no more than 4 colors per slide and a minimum distance of 1/2 inch between items. Rules like this are (of course) meant to be broken, but it`s a good general principle. Don`t put anything you`re going to say on a slide, the audience will probably get bored. Be extremely careful when including animations or sound effects. Virginia Tech offers professionally designed standard slide templates that can make your slides more attractive, but not more overwhelming.

See www.unirel.vt.edu on downloading default slide templates – your PID and password are required for download. 23 Minimum requirements for the organizationClarity: • Employees need to know where they belong, -Where they stand in terms of the quality and quantity of their services -Where to turn for help. Cost-effectiveness: • Workers need as much self-control over their work as possible. • You need to motivate yourself. • There should be as few air personnel as possible to keep the department and units operational and well maintained. Vision Direction • Managers must align their vision and that of their employees with performance, future and strength. 13 Principles of the neoclassical approachThe individual: An individual is not a mechanical tool, but a separate social being with aspirations that go beyond the mere realization of certain economic and security works. Individuals differ from each other in the pursuit of these desires. Therefore, an individual should be recognized as an interaction with social and economic factors.

The working group: The neoclassical approach highlighted the social aspects of working groups or informal organizations operating within a formal organization. The “group” concept and its synergistic benefits were considered important. Participatory management: Participatory management or decision-making allows workers to participate in the decision-making process. This was a new form of management to ensure productivity gains. 5 – Taylor developed the following four principles of scientific management to improve productivity:Science, not a rule of thumb The old rules of thumb should be replaced by a scientific approach to every element of a person`s work. The scientific selection of members of the workers` organization should be selected on the basis of analysis, and then trained, taught and developed. Management and working cooperation instead of conflict management should work with all members of the organization so that all work can be carried out in accordance with the scientific principles developed. Scientific training of the worker Workers should be trained by experts using scientific methods. 21 b) Role theory In an organization, roles can help define clear boundaries between individuals.

Organizations need to recognize that their employees manage many roles and that problems or conflicts can arise and create tensions that can impair individuals` ability to achieve their goals. Companies need to make sure to help their team members fill new roles by giving them time for transition or providing training and support. When role conflicts arise, the organization can foster employees` ability to reduce tension by allowing them time to maintain their roles outside the office. Use a font size of at least 18 points. This allows people to see from the back of the room and limits you to about 7 lines of text (which helps you comply with the directive in Proposal 1). 14 3) Modern theories It is based on the concept that the organization is a system that must adapt to changes in its environment. Notable features of modern approaches to the organization include: A systemic perspective A dynamic interaction process Multi-level and multi-dimensional Multi-motivated Probabilistic Multidisciplinary Description Multivariable Adaptive 19 c) The contingency or situational approachThe situational approach is based on the belief that there cannot be universal guidelines that fit all situations. Organizational systems are linked to the environment.

The contingency approach suggests that different environments require different organizational relationships to achieve optimal efficiency, taking into account different social, legal, political, technical and economic factors. 15 a) The systems approach views the organization as a system made up of interconnected – and therefore interdependent – subsystems. Subsystems can have their own sub-subsystems.