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ENVIRONMENTAL SYSTEM
GOALS &VALUES TECHNICAL
SUBSYSTEM SUBSYSTEM
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PSYCHOSOCIAL SUBSYSTEM
GROUP DYNAMICS
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PSYCHOSOCIAL SUBSYSTEM
INFLUENCE SYSTEMS
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PSYCHOSOCIAL SUBSYSTEM
HR ATTITUDES.
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• HOW PEOPLE COMMUNICATE AND ACTUALLY
DO THE WORK, STRONGLY INFLUENCES THE
ORG THROUGH THE PSYCHOSOCIAL
SUBSYSTEM.
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FACTORS AFFECTING HUMAN
BEHAVIOUR
CURRENT
REWARD SYSTEM PERSONAL PAST EXPERIENCE
ECONOMIC,INCENTIVES SITUATION
PERCEPTION
GROUP RELATIONDHIPS
WORK SITUATION
(TASK &TECHNOLOGY)
CULTURE (NORMS )
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MANAGERIAL SUBSYSTEM
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• PLG & CONT ARE THE PRIMARY ACTIVITIES
INVOLVED IN INTEGRATING PURPOSEFUL ORG
ACTIVITY.
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GOALS AND VALUE SUBSYSTEM
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• FIVE LEVELS.
• INDIVIDUAL VALUES.
• GROUP VALUES – AFFECT INDL BEHAVIOUR
AND ACTIONS OF ORG.
• ORGANIZATIONAL VALUES.
• VALUES OF CONSTITUENTS – CUSTOMERS,
COMPETITORS OF ENVIRONMENT AND GOVT
AGENCIES.
• CULTURAL VALUES – VALUES OF THE TOTAL
SOCIETY.
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GOALS AND VALUE SUBSYSTEM
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• GOALS - INFLUENCE THE INTERACTIONS WITH
ENVIRONMENTAL SUPRASYSTEM AND THE
OTHER SYSTEMS.
• FOCUS THE ATTENTION OF PARTICIPANTS
UPON ACTIONS WHICH ARE
ORGANIZATIONALLY RELEVANT.
• HELP DETERMINE THE TECHNOLOGY REQD.
• SET BASIS FOR SPECIALISATION OF EFFORT,
AUTHORITY PATTERNS , COMMUNICATION AND
DECISION NETWORKS AND OTHER
STRUCTURAL RELATIONSHIPS.
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GOALS AND VALUE SUBSYSTEM
• INFLUENCES ON GOALS
• PERSONALITY OF TOP EXECUTIVES.
• HISTORY OF THE ORG.
• COMMUNITY ENVIRONMENT.
• NORMS ON VALUES WITH WHICH THE ORG DEALS.
• STRUCTURE.
• CULTURAL SAFETY
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• RESPONDING TO ENVIRONMENT LEADS TO A
CONTINUOUS NEED TO ELABORATE THE GOAL
SET OF THE ORG AND IS INFLUENCED BY
INTERACTION –COMPETITION , BARGAINING,
CO-OPTATION AND COALITION.
• SYSTEM GOALS
• SELF PERPETUATION , STABILITY OF OP, HIGH
RATE OF RETURN, GROWTH , SATISFACTION OF
PARTICIPANTS , TECH LEADERSHIP AND
INNOVATION.
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AUTONOMOUS WORKGROUPS
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• TWO APPROACHES.
• TEAM BUILDING
• MATRIX ORG – COMPROMISE BETWEEN
STAFF AND COMPLETE
• AUTHORITY.
- VERTICAL FLOW OF AUTHORITY FROM
VARIOUS FM MANAGERS.
- HORIZONTAL FLOW OF PROJECT AUTH.
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AUTONOMOUS WORKGROUPS
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UNCERTAINITY
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LAWRENCE AND LORSCH
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AFFECT OF SIZE
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• ORG SIZE AND UNIONISATION
• BAIN SUGGESTS A STRONG POSITIVE
CORRELATION BETWEEN ORG SIZE AND WHITE
COLLAR UNIONISATION.
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Contingency Theory as a Model of Change
• Systems thinking approach adopted by Lawrence
and Lorsch
• Studied the characteristics of organizations and their
environment.
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Boundaries:
• The boundary between an open system and its
environment is permeable; similar to cells in human body.
• Sales people going out in the market to sell.
• Resource mobilization like physical goods and
human resource from environment.
• The problems in an organization first becomes visible at
the boundaries.
• Drop in sales and complaints from customer – a
sign of organizations unresponsiveness towards
customers needs
• Organizations must be attuned and responsive to
environmental changes that occur at the boundary.
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Contingency Theory as a Model of
Change ..Contd..
Integration:
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• The effective coordination between units is called
Integration
• Need for appropriate structure – such as
bureaucratic or matrix
• Need for appropriate leadership
Differentiation:
The organizational units vary on following four
dimensions:
• Formality of structure
• Goal Orientation
• Time Orientation
• Interpersonal Orientation
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Formal and Informal Systems
• Deals with:
• The formal policies and procedures of the organization.
• The informal ways in which organizational members work
together.
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The 6 Box Model
Purposes:
What business are we in?
Agreement on goals in
missions
Relationships: Structure:
How do we manage conflict How do we assign the
among people with work and how it gets
technologies? How do workers done?
get along
Leadership:
Does some one keep the
boxes in balance?
Helpful mechanisms:
Have we adequate
Rewards:
coordinating technologies?
Do all needed tasks
Like budgeting, planning &
have incentives?
control, and management
information
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Organizational Fit
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The Congruence Model
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• The transformation process includes four components:
• Task – job and their inherent characteristics
• Informal organizational structure – social structure
among organizational members including informal
communication, politics and authority structure
• Individual – personal characteristics of employee
such as age, sex, education
• Formal organizational arrangements –
documented managerial and operational structure,
the pay system, the management information
system
• Outputs are the outcomes for the organization, the
work group and the individual.
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A Change – Based Organizational Framework
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• Social factors – characteristics of the people in the
organization and their relations
• The culture, management style, interaction
process, informal patterns & networks and
individual attributes
• Physical settings
• The building and locations
• Technology
• Equipments, IT, job design, work flow design,
technical expertise & procedures and technical
systems
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Thank You
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