Management Theory: Understanding the Evolution and Importance of Organizational Culture - , Study notes of Information Technology

Download Management Theory: Understanding the Evolution and Importance of Organizational Culture - and more Study notes Information Technology in PDF only on Docsity! 9/10/08 1 Management Theory Theory Informs Practice Practice Informs Theory why some history? •  A person who knows only the skills and techniques, without understanding the fundamentals of management, is not a manager. He/she is at best a technician. –  Peter F. Drucker. (1974). Management: Tasks, Responsibilities, Practices 9/10/08 2 development of management •  pyramid construction (5000 BC) •  Sumerian records of management practices (3000 BC) •  Chinese dynasties had managerial ring: organization, functions, control techniques (2250 BC) agenda •  Class “Housekeeping” Q&A •  Kiersey – who are we as a group? •  Management theory presentation and discussion •  Guest expert: Gloria Meraz, TLA •  Discussion of organizational culture 9/10/08 5 scientific management Henry L. Gantt   henry l. gantt (1861-1919)   developed task-and-bonus system   little concern for external environment of organization   focused on production schedules scientific management Max Weber •  theory of authority structure •  distinction between power and authority and between compelling action and voluntary action. •  hierarchical system for informed decision making. 1864-1920 9/10/08 6 bureaucratic organization •  division of labor = specialization and standardization •  principle of hierarchy •  promotion into management demonstrated by technical competencies •  rules are to be recorded in writing Max Weber •  It is horrible to think that the world could one day be filled with nothing but little cogs, little men clinging to little jobs and striving towards bigger ones. This passion for bureaucracy is enough to drive one to despair. –  From Max Weber and German Politics 9/10/08 7 classical movement Henri Fayol •  looked at administration from top down •  concentrated on roles of managers – Planners, organizers, controllers •  division of labor, discipline, unity of command and direction •  remuneration •  scalar chain for communication 1841-1925 human relations approach •  1930’s management studies began to focus on people and interpersonal relations. •  increased efforts toward democratization and staff participation •  human behavior movement –  psychological aspects of management –  sociological aspects of management 9/10/08 10 Guest Expert: Gloria Meraz •  Texas Library Association •  Responsibilities include: –  TLA Archives –  Intellectual freedom –  Library Legislation –  Public relations –  Publications why understand organizational culture? •  assists understanding of what goes on in an organization: how different groups work together •  contributes to efforts to implement change •  informs decisions about where and with whom you want to work •  guides managing groups across national, ethnic, and functional boundaries 9/10/08 11 culture • describes how people see and understand their worlds • prescribes some behaviors and forbids others •  colors the emotional responses of people to events • emerges from people’s struggles to manage uncertainties and create order understanding culture • critical to managing organization-wide change. • can mean the difference between success and failure in today’s fast-paced world • google management model (Interview with eric schmidt) 9/10/08 12 consequences of culture • manages collective uncertainties • creates social order • creates continuity • creates collectivity identity and commitment • encourages ethnocentrism categories of cultural forms •  symbols and objects •  language: jargon, gestures, signals, signs, songs •  humor, jokes, gossip, rumors • metaphors, proverbs, slogans •  stories, legends, sagas, myths •  rituals, taboos, rites, ceremonies 9/10/08 15 characteristics of a virtual organization? •  virtual communities can –theoretically- be described as a solution for meeting ubiquitous information and interaction needs. •  managers and experts cease to be lone custodians of the corporate knowledge base. •  knowledge must be shared across cultural and time-space boundaries to create strategic frontiers in global and virtual enterprises. what changes in the virtual organization? •  meetings •  communication •  managing information •  managing organizational knowledge 9/10/08 16 open vs closed organizations • define open organization • define closed organization open organizations •  manage through supportive use of authority •  communicate up, down, and across chain of command •  promote interactivity 9/10/08 17 closed organizations •  manage through intimidating use of authority •  communicate one-way, downward through the chain of command - all other communication viewed as insubordinate closed organizations •  top positions possess authority, omniscience, and omnipotence •  avoid external feedback to avoid changes in status quo •  sharp distinction between planning and implementation •  structured by permanent departments and echelons, fixed property, bylaws, etc.