Transcript Human Rel, OD, Socio Tech Sc in Mgt utd GUL 10

Human relations
OD, i.e. Organization development
Socio-technical systems theory
power points used Sep 14 and 28, 2010 by Torbjörn Stjernberg
Some perspectives on organization
Taylor (1856 - 1915)
Scientific management
Fayol (1841-1925)
General principles of management
Weber (1864 - 1920)
Legitimate authority and bureaucracy
Mary Parker Follet
(1868 - 1933)
Mayo (1880 - 1949)
, Roethlisberger, Dickson
Barnard
(1886 - 1961)
Likert, (
1903 - 1981, Michigan
The law of the situation
(1906 - 1964)
Foote Whyte
Human relations school
Stake-holder models, Cooperative system
)
Lewin, (1890 - 1949, MIT)
McGregor
(Harvard)
Survey feed-back as OD intervention
Learning and leadership processes, Action research
, Blake, Beckhard
Ethnographic approach, Action research
(1914 - 2000)
Bion (1897 - 1979)
, Jacques
Trist (1909 - 1993)
, Emery
OD, Group dynamics, Action research
(1917 - 2003, Tavistock
(1925 - 1997, Tavistock
Group dynamics, Culture
Socio-technical systems theory, Action research
Thorsrud (1923 - 1985), Herbst (WRI, Oslo)
Michel, Etzioni
Conflict models
Gouldner, Dalton
von Bertalanffy, Ashby, Boulding
Open systems perspective
Simon, Katz & Kahn,
Systems theory
Burns&Stalker, Lawrence&Lorsch
Contingency theory
Hannan & Freeman
Organization ecology
Pfeffer & Salancik,
Resource dependent system
Western Electric’s Hawthorne
works
in Cicero, Illinois
The relay assembly test room
The Hawthorne project
A: The Relay Assembly Test Room 1924-32
Stage 1 (Phase I, 3 months; Phase II, 7 months; Phase III, 14 months)
5 girls (of which 2 were exchanged after Phase II), 30% increase in productivity
caused by changes in mental attitudes rather than physical working conditions.
Stage 2: 9 weeks: 5 other girls, 12 % immediate increase caused by
group rather than factory bonus.
Stage 3: 2 years, 5 other girls, 15 % increase due to friendly
supervision, rest pauses, etc. during first 14 months, then declining productivity.
B: Bank Wiring Test Room: 1931 Observations and interviews
“The function of restriction of output … is to protect the worker from
management’s schemes” (Dickson quoted in Hoopes, 2003 p 152)
C: The Interview Program: Training interviewees (and supervisors) in
“therapeutic interviewing skills”, aiming to interview every worker
D: The Counseling Program
Analyze the situation.
What are the strengths, weaknesses, opportunities and
threats (SWOT) of the work organization in the example?
Give your recommendations to the production manager
about how to develop the work organization.
Give your recommendations to the human resource
manager about how to develop the work organization.
Give your recommendations to a joint management and
union committee about how to develop the work
organization
Typology of production systems
Work
Work
Work
Strategy for
Studied
PERFORMED
MONITORED
PACED
CONTROL
CASE
BY
BY
BY
1A
Worker
Foreman
Line
1B
Worker
Foreman
Balances
Surveillance
Measurements
TAPETSERI
BERGBORRMONTERING
FÖRETAGSTARIFFERING
POLISEN
LANTMÄTERIET
1C
Worker
Foreman
Customer
Dead-line
REPARATIONSVERKST.
BILSKADEREGLERING
PROGRAMTILLVERKNING
2
Machine
Worker
Capital utilization
Through-put time
Quality demands
Quality control
PRESSVERKSTAD
PAPPERSBRUK
KAROSSERIFABRIK
When the machine breaks down, the situation is like 1C
3
Worker
Customer
Availability
Bookings
KOPPARVERK
Sales
KONSUMBUTIKER
Leavitt's diamond
Structure
Task
Technology
People (Actors)
Harold J. Leavitt "Applied Organizational Change in Industry: Structural, Technological, and
Humanistic Approaches" in James G,. March (ed.) Handbook of Organizations. Rand McNally, 1965;
Motivation and work studies
(individual - work relation)
Motivation theories such as those formulated by
Maslow (fysiological, security, social, esteem, self-actualization needs)
Herzberg (satisfiers and motivators)
Vroom (Force to perform act i = Valence of outcome j x Expectancy that act i will lead to outcome j.)
Hackman & Oldham (motivation depends on perceived meaning, responsibility and knowledge of
results, i.e. work content, autonomy and feedback)
Work organization principles such as
Job rotation
Job enlargement
Job enrichment
Intrinsic job needs
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Variety & challenge: Reasonably demanding and with some variety
Continuous learning: Be able to learn, but neither too much, not too
little
Discretion, autonomy: Own area of decision-making
Recognition & support: Some social support and recognition at the
workplace for what one does.
Meaningful social contribution: To be able to relate what one does and
produces to a larger social life, to afford dignity
Desirable future: To feel that the job leads to some sort of desirable
future (not necessarily a promotion)
based on Eric Trist (1981) The evolution of socio-technical systems; a conceptual
framework and an action research program. Ontario Quality of Working Life Centre,
Toronto Ca.
Hackman's & Oldham's Job Characteristics Model
DESIGN
PRINCIPLES
Combine tasks
Create "natural" task
areas
Establish direct
contacts with internal
and external customers
CRITICAL
CORE JOB
OUTCOMES
CHARACTERISTICS PSYCHOLOGICAL
STATES
Skill variety
Task Identity
Task significance
Meningfullness
Autonomy
Responsibility
Feedback from job
Knowledge of
results
Increase autonomy
Create channels for
supporting feedback
Moderators:
Knowledge and skill
Growth need strength
"Context" satisfactions
J. Richard Hackman & Greg R. Oldham, Work Redesign. Addison-Wesley, 1980
Motivation
Work design - what is a good work?
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Optimum variety
Meaningful pattern of tasks
Optimum length of the work cycle
Suitable standards for quantity and quality and feedback of knowledge
of results
Inclusion of auxiliary and preparatory tasks
Inclusion of some degree of care, skill, knowledge or effort that is
worthy of respect in the community
The inclusion of some perceivable contribution to the utility of the
product for the consumer
based on Eric Trist (1981) The evolution of socio-technical systems; a conceptual framework and an
action research program. Ontario Quality of Working Life Centre, Toronto Ca. p 31.
Socio-technical analysis - key concepts
JOINT OPTIMIZATION OF SOCIAL AND TECHNOLOGICAL SYSTEMS AS A
SOCIO-TECHNICAL SYSTEM
Organizing groups rather than individuals
Redundancy of functions rather than redundancy of parts
Minimum critical specification design rather than complete specification design
Requisite variance
Self-regulation
Boundary-control
based on Eric Trist (1981) The evolution of socio-technical systems; a conceptual framework and an action
research program. Ontario Quality of Working Life Centre, Toronto Ca.