lewin: group dynamics

LEWIN: GROUP DYNAMICS

• LEWIN : RELATIONSHIP BETWEEN LEWIN : RELATIONSHIP BETWEEN ORGANIZATIONALORGANIZATIONAL EFFECTIVENESS EFFECTIVENESS AND AND GROUPGROUP FORMATION, DEVELOPMENT AND FORMATION, DEVELOPMENT AND BEHAVIOURBEHAVIOUR

• COCH & FRENCH: GROUP DISCUSSION LED COCH & FRENCH: GROUP DISCUSSION LED TO TO FASTER LEARNINGFASTER LEARNING AND AND HIGHER HIGHER PRODUCTIVITYPRODUCTIVITY

MANAGEMENT THEORIESMANAGEMENT THEORIES

Lecture 16bLecture 16b

THE HUMAN BEHAVIOR SCHOOL:THE HUMAN BEHAVIOR SCHOOL:THE NEO HUMANISTSTHE NEO HUMANISTS

NEO-HUMANISTS

MASLOW'S HIERARCHY OF NEEDSMASLOW'S HIERARCHY OF NEEDS

PHYSIOLOGICAL

NEO-HUMANISTS

MASLOW'S HIERARCHY OF NEEDSMASLOW'S HIERARCHY OF NEEDS

PHYSIOLOGICAL

SECURITY

NEO-HUMANISTS

MASLOW'S HIERARCHY OF NEEDSMASLOW'S HIERARCHY OF NEEDS

PHYSIOLOGICAL

SECURITY

SOCIAL

NEO-HUMANISTS

MASLOW'S HIERARCHY OF NEEDSMASLOW'S HIERARCHY OF NEEDS

PHYSIOLOGICAL

SECURITY

SOCIAL

EGO

NEO-HUMANISTS

MASLOW'S HIERARCHY OF NEEDSMASLOW'S HIERARCHY OF NEEDS

PHYSIOLOGICAL

SECURITY

SOCIAL

EGO

SELF-ACTUALIZING

NEO-HUMANIST: MCGREGOR

• WORK AS PERSONAL WORK AS PERSONAL DEVELOPMENT AND GROWTHDEVELOPMENT AND GROWTH

• THEORY XTHEORY X

• THEORY YTHEORY Y

ASSUMPTIONS: ASSUMPTIONS: THEORY X ---- THEORY YTHEORY X ---- THEORY Y

• DISLIKE WORK, AVOID ITDISLIKE WORK, AVOID IT• DON’T WANT DON’T WANT

RESPONSIBILITYRESPONSIBILITY• PREFER TO BE PREFER TO BE

DIRECTEDDIRECTED• UNCONCERNED ABOUT UNCONCERNED ABOUT

ORGANIZATIONAL ORGANIZATIONAL NEEDSNEEDS

• RESIST CHANGERESIST CHANGE• NOT INTELLIGENT OR NOT INTELLIGENT OR

CREATIVECREATIVE• MANAGERS MUST MANAGERS MUST

CONTROL, REWARD AND CONTROL, REWARD AND PUNISH EMPLOYEES PUNISH EMPLOYEES

• WORK - NATURAL AND WORK - NATURAL AND ENJOYABLEENJOYABLE

• SEEK RESPONSIBILITY, SEEK RESPONSIBILITY, PREFER SELF-PREFER SELF-DIRECTIONDIRECTION

• WILLING TO WORK FOR WILLING TO WORK FOR ORGANIZATIONAL ORGANIZATIONAL GOALSGOALS

• POTENTIAL TO DEVELOP POTENTIAL TO DEVELOP CHANGECHANGE

• INTELLIGENCE AND INTELLIGENCE AND CREATIVITY OF CREATIVITY OF WORKERS UNTAPPEDWORKERS UNTAPPED

• WORK CAN ALLOW WORK CAN ALLOW WORKERS TO ACHIEVEWORKERS TO ACHIEVE

LIKERT’S FOUR SYSTEMS OF LIKERT’S FOUR SYSTEMS OF MANAGEMENTMANAGEMENT

FOUR SYSTEMS OF MANAGEMENTFOUR SYSTEMS OF MANAGEMENT

1. EXPLOITIVE-AUTHORITATIVE1. EXPLOITIVE-AUTHORITATIVE

2. BENEVOLENT-AUTHORITATIVE2. BENEVOLENT-AUTHORITATIVE

3. CONSULTATIVE3. CONSULTATIVE

4. PARTICIPATIVE4. PARTICIPATIVE– TRUST BETWEEN EMPLOYEES AND MGT.TRUST BETWEEN EMPLOYEES AND MGT.

– WIDELY DELEGATED DECISION-MAKINGWIDELY DELEGATED DECISION-MAKING

LIKERT’S LINKING PIN CONCEPTLIKERT’S LINKING PIN CONCEPTFOR PARTICIPATIVE MANAGEMENT FOR PARTICIPATIVE MANAGEMENT

SuperSuper

PRESPRES..

SuperSuper

Mgr. Mfg.Mgr. Mfg.

SuperSuperSuperSuper

Mgr. FinanceMgr. Finance

SuperSuper

Mgr. SalesMgr. Sales

SuperSuper

LIKERT’S LINKING PIN CONCEPTLIKERT’S LINKING PIN CONCEPTFOR PARTICIPATIVE MANAGEMENT FOR PARTICIPATIVE MANAGEMENT

SuperSuper

PRESPRES..

SuperSuper SuperSuper

Mgr. Mfg.Mgr. Mfg.

SuperSuperSuperSuper

Mgr. FinanceMgr. Finance

SuperSuper

Mgr. SalesMgr. Sales

LIKERT’S LINKING PIN CONCEPTLIKERT’S LINKING PIN CONCEPTFOR PARTICIPATIVE MANAGEMENT FOR PARTICIPATIVE MANAGEMENT

SuperSuper

PRESPRES..

SuperSuper SuperSuper

Mgr. Mfg.Mgr. Mfg.

SuperSuperSuperSuper

Mgr. FinanceMgr. Finance

SuperSuper

Mgr. SalesMgr. Sales

LIKERT’S LINKING PIN CONCEPTLIKERT’S LINKING PIN CONCEPTFOR PARTICIPATIVE MANAGEMENT FOR PARTICIPATIVE MANAGEMENT

SuperSuper

PRESPRES..

SuperSuper SuperSuper

Mgr. Mfg.Mgr. Mfg.

SuperSuperSuperSuper

Mgr. FinanceMgr. Finance

SuperSuper

Mgr. SalesMgr. Sales

COMMUNICATION IN THE HUMAN BEHAVIOR PERSPECTIVE

• MORE OPEN THAN SCIENTIFIC MGT. MODELMORE OPEN THAN SCIENTIFIC MGT. MODEL

• SUPPORTS SUPPORTS UPWARDUPWARD COMMUNICATION COMMUNICATION

• SUPPORTS SUPPORTS LATERAL LATERAL COMMUNICATION COMMUNICATION

• FACILITATES FACILITATES PARTICIPATIVEPARTICIPATIVE PROBLEM PROBLEM SOLVING, PLANNING, ORGANIZING, SOLVING, PLANNING, ORGANIZING, CREATIVITYCREATIVITY

• CULTURE ASPECTS: SUPPORTIVE CLIMATECULTURE ASPECTS: SUPPORTIVE CLIMATE

THREE SCHOOLS OF ORGANIZATIONAL THREE SCHOOLS OF ORGANIZATIONAL BEHAVIOURBEHAVIOUR

SCI.MGT

SCI.MGT

1. IMPORTANCE OF 1. IMPORTANCE OF COMMUNICATIONCOMMUNICATION

2. PURPOSE OF 2. PURPOSE OF COMMUNICATIONCOMMUNICATION

3. DIRECTION OF3. DIRECTION OF COMMUNICATIONCOMMUNICATION

4. COMMUNICATION4. COMMUNICATION PROBLEMSPROBLEMS

HUMANRELATIONS

HUMANRELATIONS

NOT RELATIVELY

RELAYRELAYORDERSORDERS

SATISFYSATISFYEMPLOYEESEMPLOYEES

DOWNDOWNHORIZONTALHORIZONTAL& VERTICAL& VERTICAL

BYBYPASSINGPASSING

RUMORSRUMORS

MANAGEMENT THEORIESMANAGEMENT THEORIES

INTEGRATED PERSPECTIVES INTEGRATED PERSPECTIVES SCHOOLSCHOOL

INTEGRATIVED PERSPECTIVESINTEGRATIVED PERSPECTIVES

• BOTH CLASSICAL AND HUMANIST BOTH CLASSICAL AND HUMANIST PERSPECTIVES FAIL TO ACKNOWLEDGE PERSPECTIVES FAIL TO ACKNOWLEDGE THE THE ENVIRONMENTS ENVIRONMENTS IN WHICH IN WHICH ORGANIZATIONS OPERATEORGANIZATIONS OPERATE

• INTEGRATIVE PERSPECTIVE RESPONSE TO INTEGRATIVE PERSPECTIVE RESPONSE TO THIS FALLACYTHIS FALLACY

• INCLUDES:INCLUDES:– CULTURAL MODELCULTURAL MODEL

– SYSTEMS MODEL SYSTEMS MODEL

CULTURAL MODEL: A REMINDER

ASSUMPTIONS ABOUT…ASSUMPTIONS ABOUT…

• RELATIONSHIP TO ITS ENVIRONMENTRELATIONSHIP TO ITS ENVIRONMENT

• ABOUT REALITYABOUT REALITY

• HUMAN NATUREHUMAN NATURE

• NATURE OF HUMAN ACTIVITYNATURE OF HUMAN ACTIVITY

• HUMAN RELATIONSHIPSHUMAN RELATIONSHIPS

AN EXAMPLE

OUCHI: BEST TYPE OF ORGANIZATIONAL CULTURE IS A COMBO OUCHI: BEST TYPE OF ORGANIZATIONAL CULTURE IS A COMBO OF OF

• AMERICAN TYPE AAMERICAN TYPE A ORGANIZATION: ORGANIZATION:» SHORT TERM EMPLOYMENTSHORT TERM EMPLOYMENT» INDIVIDUAL DECISION-MAKINGINDIVIDUAL DECISION-MAKING» INDIVIDUAL RESPONSBILITYINDIVIDUAL RESPONSBILITY» RAPID PROMOTIONRAPID PROMOTION» FORMAL CONTROLSFORMAL CONTROLS» SPECIALIZED CAREER PATHSSPECIALIZED CAREER PATHS» NO SENSE OF “ORGANIZATIONAL COMMUNITY”NO SENSE OF “ORGANIZATIONAL COMMUNITY”

• AND AND JAPANESE TYPE JJAPANESE TYPE J OF ORGANIZATION: OF ORGANIZATION:» JUST THE OPPOSITEJUST THE OPPOSITE

• TYPE ZTYPE Z (MANAGEMENT CULTURE )(MANAGEMENT CULTURE ) ORGANIZATION:ORGANIZATION:» COMBINING INDIVIDUAL ACHIEVEMENT AND ADVANCEMENT AND A COMBINING INDIVIDUAL ACHIEVEMENT AND ADVANCEMENT AND A

SENSE OF COMMUNITYSENSE OF COMMUNITY

SYSTEM MODEL: A REMINDER

• ORGANIZATION IS OPEN SYSTEMORGANIZATION IS OPEN SYSTEM

• ENVIROMENT IS CRITICALENVIROMENT IS CRITICAL

• FIVE ESSENTIAL FUNCTIONS AND SUB-FIVE ESSENTIAL FUNCTIONS AND SUB-SYSTEMSSYSTEMS

• INPUT-THROUGHPUT-OUTPUT INPUT-THROUGHPUT-OUTPUT

• ALL-DIRECTIONAL COMMUNICATION ALL-DIRECTIONAL COMMUNICATION

• REQUISITE VARIETY OF FEEDBACK REQUISITE VARIETY OF FEEDBACK ESSENTIAL TO RESPOND TO ENVIRONMENTESSENTIAL TO RESPOND TO ENVIRONMENT

SYSTEM MODEL: AN EXAMPLE

• SYSTEM THINKING: “THE FIFTH DISCIPLINE”SYSTEM THINKING: “THE FIFTH DISCIPLINE”– THINKING IN PROCESSES RATHER THAN INCIDENTSTHINKING IN PROCESSES RATHER THAN INCIDENTS

– SEEING WHOLES RATHER THAN PARTSSEEING WHOLES RATHER THAN PARTS

– UNDERSTANDING DELAYED EFFECTSUNDERSTANDING DELAYED EFFECTS

– SHARED VISION RATHER THAN INDIVIDUAL LEADER SHARED VISION RATHER THAN INDIVIDUAL LEADER VISIONVISION

– TEAM LEARNING RATHER THAN INDIVIDUAL LEARNINGTEAM LEARNING RATHER THAN INDIVIDUAL LEARNING

THREE SCHOOLS OF ORGANIZATIONAL THREE SCHOOLS OF ORGANIZATIONAL BEHAVIOURBEHAVIOUR

1. IMPORTANCE OF 1. IMPORTANCE OF COMMUNICATIONCOMMUNICATION

2. PURPOSE OF 2. PURPOSE OF COMMUNICATIONCOMMUNICATION

3. DIRECTION OF3. DIRECTION OF COMMUNICATIONCOMMUNICATION

4. COMMUNICATION4. COMMUNICATION PROBLEMSPROBLEMS

SCI.MGT

SCI.MGT

HUMANRELATIONS

HUMANRELATIONS SYSTEMSSYSTEMS

NOT RELATIVELY VERY

RELAYRELAYORDERSORDERS

SATISFYSATISFYEMPLOYEESEMPLOYEES

ADJUST TOADJUST TOENVIRON.ENVIRON.

DOWNDOWNHORIZONTALHORIZONTAL& VERTICAL& VERTICAL ALLALL

BYBYPASSINGPASSING

RUMORSRUMORS OVERLOAD OVERLOAD OMISSIONOMISSION