2. Late 40’s and early 50’s… CARL ROGERS and ABRAHAM MASLOW Supported the human relations movement through their theories of motivation
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11. Steps In Management By Objectives Planning : (1)Goal setting: The first phase in the MBO process is to define the organizational objectives. These are determined by the top management and usually in consultation with other managers. Once these goals are established, they should be made known to all the members. (2)Manager-Subordinate involvement: After the organizational goals are defined, the subordinates work with the managers to determine their individual goals. In this way, everyone gets involved in the goal setting. (3)Matching goals and resources: Management must ensure that the subordinates are provided with necessary tools and materials to achieve these goals. (4)Implementation of plan: After objectives are established and resources are allocated, the subordinates can implement the plan. If any guidance or clarification is required, they can contact their superiors. (5)Review and appraisal of performance: This step involves periodic review of progress between manager and the subordinates. Such reviews would determine if the progress is satisfactory or the subordinate is facing some problems.
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17. Vroom’s theory is based upon the following beliefs: Valence Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management must discover what employees value. Expectancy Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision employees need. Instrumentality The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that. Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically to create a motivational force such that the employee acts in ways that bring pleasure and avoid pain.
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21. Title VII, section 703a of the Civil Rights Act of 1964 DISCRIMINATION BECAUSE OF RACE,COLOR, RELIGION,SEX,OR NATIONAL ORIGIN It shall be an unlawful employment practice for an employer – (1) to fail or refuse to hire or to discharge any individual, or otherwise to discriminate against any individual with respect to his compensation, terms, conditions, or privileges of employment, because of such individual’s race, color, religion, sex, or national origin; or (2) to limit, segregate, or classify his employees or applicants for employment in any way which would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employee, because of such individual’s race, color, religion, sex, or national origin.
22. 1966: KATZ AND KAHN PUBLISHED RESEARCH OF ORGANIZATIONAL BEHAVIOR AND CLASSIC TEXT OUTLINING THEORY Organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, and teams. Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It interprets people-organization relationships in terms of the whole person, group, organization, and social system. Its purpose is to build better relationships by achieving individual, organizational, and social objectives. Katz and Kahn proposed three categories of behaviour to achieve high levels of organizational effectiveness: · Employees must be hired and retained; - People must join and remain in the organization · Work role performance must be accomplished in a dependable manner; - they must perform dependably the roles assigned to them · employees must exceed formal job requirements. - they engage in occasional innovative and cooperative behavior beyond the requirements of role but in the service of organizational objectives.
23. Katz and Kahn cataloged several organizational characteristics that support the open systems theory and have implications for the design of successful organizations: · they recognized the universal law of entropy , which holds that all organizations move toward disorganization or death. However, an open system can continue to thrive by importing more energy from the environment than it expends, thus achieving negative entropy. For example, a failing company might be able to revitalize itself by bringing in a new chief executive who improves the way the company transforms energic inputs. · Another characteristic of organizations is dynamic homeostasis , which infers that all successful organizations must be able to achieve balance between subsystems. For example, a sales department might grow very quickly if it is very successful or demand for its products jumps. But if the manufacturing arm of the company is unable to keep pace with sales activity, the entire organization could break down. Thus, subgroups must maintain a rough state of balance as they adapt to external influences. Katz and Kahn made this same observation with more precision: “ Within every work group in a factory, within any division in a government bureau, or within any department of a university are countless acts of cooperation without which the system would break down. We take these everyday acts for granted, and few of them are included in the formal role prescriptions of any job”
