EMPIRICAL OR

CASE APPROACH
CHRISTIAN LLOYD BADILLO
EMPIRICAL OR CASE APPROACH

X study of managerial experiences and cases (management).

X Contributors: Earnest Dale, James Mooney & A. C. Reilley,
Lyndall Urwick
Companies use Business Process Features:
Reengineering to:
X Reduce costs and cycle times. Business Process Reengineering X Study of Managerial Experiences
reduces costs and cycle times by eliminating unproductive activities
X Managerial experienced passed from practitioner to students for
and the employees who perform them. Reorganization by teams
continuity in knowledge.
decreases the need for management layers, accelerates
information flows and eliminates the errors and rework caused by X Study of successful & failure cases that helps managers in
multiple handoffs. practicing.
X Improve quality. Business Process Reengineering improves quality by X Theoretical research combined with practical experiences.
reducing the fragmentation of work and establishing clear
ownership of processes. Workers gain responsibility for their output
and can measure their performance based on prompt feedback.
Limitations:
Reengineering works:
X No contribution for the development of management as a
discipline
X Situations of past are not the same as present.
X It is not based on any concrete body of principles. The approach is
of limited value to the developing management theory.
How Business Process
Business Process Reengineering is a dramatic change initiative that
contains five major steps that managers should take:
X Refocus company values on customer needs
X Redesign core processes, often using information technology to
enable improvements
X Reorganize a business into cross-functional teams with end-to-end
responsibility for a process
X Rethink basic organizational and people issues
X Improve business processes across the organization
Business Process Reengineering

X Business Process Reengineering

DECISION
involves the radical redesign of core
business processes to achieve
dramatic improvements in

THEORY
productivity, cycle times and quality. In
Business Process Reengineering,
companies start with a blank sheet of
paper and rethink existing processes to
deliver more value to the customer.
APPROACH
DECISION THEORY APPROACH

X theory of choice

Reengineering
X study of the reasoning underlying an agent’s choices
X divided in 2 branches; Normative Decision Theory
&c Desriptive Decision Theory

approach
X Normative Decision Theory, which gives advice on how to make the
best decisions given a set of uncertain beliefs and a set of values.
X Descriptive Decision Theory, which analyzes how existing possibly
irrational agents actually make decisions closely related to the field
of game theory
Principles

X Responsible autonomy

X Adaptability
TYPES OF DECISION
X Whole tasks

X Meaningfulness of tasks
 Sociotechnical system
Choice under uncertainty
X Sociotechnical systems (STS) in organizational development is an
X The area of choice under approach to complex organizational work design that recognizes
uncertainty represents the the interaction between people and technology in workplaces. The
heart of decision theory. The term also refers to the interaction between society's complex
idea of expected value is infrastructures and human behaviour. In this sense, society itself, and
that, when faced with a most of its substructures, are complex sociotechnical systems.
number of actions, each of
which could give rise to
more than one possible
outcome with different
probabilities.
 Intertemporal choice

Sociotechnical
X Intertemporal choice is
concerned with the kind of
choice where different
actions lead to outcomes

system
that are realized at different
stages over time.
Interaction of decision makers Limitations

X Overlooks many managerial

concepts, principles and techniques
X Some decisions are difficult being a broad field in the study of
because of the need to take management.
into account how other
people in the situation will
respond to the decision that
is taken.
Cooperative Social Systems
approach
X Concerned with both interpersonal
and group behavioral aspects
leading to a system of cooperation
X Concepts includes any cooperative
group with a clear objective
Complex decisions
X Other areas of decision theory
are concerned with decisions
that are difficult simply because
of their complexity, or the
complexity of the organization
that has to make them.
Individuals making decisions are
limited in resources and are
therefore boundedly rational.
Programmed And Non-
Programmed Decisions
X Programmed decisions are
those made with some

X
habit, rule or procedure.
Non-
programmed decisions are
Cooperative Social
those that deal with unusual
or exceptional problems.
Systems approach
Negotiator
Decisions
X The managers represent their units or
organizations in negotiating deals
and agreements within and outside
of the organization. They negotiate
contracts with the unions. Sale
managers may negotiate prices with
prime customers. Purchasing
managers may negotiate prices with
vendors.
Organizational And Personal
X Organizational decisions are the
decision that can be take in
an offical capacity that would be
delegated to others. Personal
decisions are the decision that one
can take it on his individual
capacity, it would not be
delegated to others.
Major And Minor Decisions
X The major decision means that
effects the overall
business. i.e Buying a new
manufacturing unit. The major
decision takes by the top
executives of the organization.
X The minor decisions mean that
does not affect the overall
activity of the
business. i.e buying office
superintendent.
Resource Allocator
X The third decisional role of a
manager is that of a resource
allocator. The managers establish
priorities among various projects or
programs and make budgetary
allocations to the different activities
of the organization based upon
these priorities.
Conflict Handler
Making In Management
X The managers are constantly
involved as arbitrators in solving
differences among the subordinates
or the employee’s conflicts with the
central management.
Importance Of Decision
X Decision-making is the best selective process, it gives the best
possible alternative.
X Decision-making calculates risk and analysis the all possible
alternatives.
X Decision-making is a continuous process which runs until the
organizations run.
X Decision-making is a mental process it involves deep thinking.
X Decision-making’s main aim to achieve organizational goals.
X Decision-making also involves a certain commitment.
X Decision -making improves the efficiency of the manager.
Entrepreneur

X As entrepreneurs, managers are

continuously involved in
improving their units and facing
the dynamic technological
challenges. They are constantly
on the lookout for new ideas for
product improvement or products
addition.
Decisional Roles MANAGEMENT
X On the basis of the environmental information received, a manager
must make decisions and solve organizational problems. In that
PROCESS OR
OPERATIONAL
respect, a manager plays four important roles.

APPROACH
MANAGEMENT PROCESS OR Spokesperson
OPERATIONAL APPROACH
X This approach views management as an activity based on certain X A manager has to be a
unique management functions. spokesman for his unit and he
represents his unit in either sending
X This approach attempts to bring together the knowledge of
relevant information to people
management that is related to functions of management.
outside his unit or making some
X It draws from other fields of knowledge and adapts within it those demands on behalf of his unit.
parts of these fields which are specially useful for managers.
Disseminator of Information
Managerial Roles
X The managers must transmit their X Management plays an administrative role, which involves laying
information regarding changes in down procedure in an organization; these procedures are used in
policies or other matters to their solving management crisis, delegation, communication, control,
subordinates, their peers and to and execution.
other members of the
organization. This can be done
through memorandums, phone
calls, individual meetings
and group meetings.
Managerial Objectives Monitor

X One of these objectives is meeting goals and targets set by the X The managers are constantly
organization, and this should be done with a minimum cost and monitoring and scanning their
waste. To achieve this objective, the management should organize environment, both internal and
workers and other resources in a way that they meet the goals and external, collecting and studying
objectives of the organization. information regarding their
organization and the outside
environment affecting their
organization.
Informational Roles
X By virtue of his interpersonal contacts, a manager emerges as a
source of information about a variety of issues concerning the
organization. In this capacity of information processing, a manager
executes the following three roles:
Management Functions
X Management has its functions in an organization; these functions
include planning, controlling, leading, staffing and organization. The
management function of the plan involves choosing organization
missions and objectives as well as actions that will lead to their
achievement.
 Liaison
Managerial Skills
X Managers require skills in their operations, and these skills include X In addition to their constant contact
human and technical skills, and conceptual and design skills. with their own subordinates, peers and
Technical skill involves knowledge in activities that include methods, superiors, the managers must maintain
the procedure of operation and process involved in production; this a network of outside contacts in order
skill helps the manager to learn to work with tools as well as specific to assess the external environment of
methods or techniques. competition, social changes or
changes in governmental rules,
regulations and laws. In this role, the
managers build up their own external
information system.
Leader

X The influence of the manager is most

clearly seen in his role as a leader of
the unit or organization. Since he is
responsible for the activities of his
subordinates, he must lead and
coordinate their activities in meeting
MANAGEMENT
task-related goals and he
must motivate them to perform better. SCIENCE APPROACH
CHARLES DARWIN DAQUIGAN
Management Science (MS) can be
defined as:
X “A problem-solving process used by an interdisciplinary team to
develop mathematical models that represent simple-to-complex
functional relationships and provide management with a basis for
decision-making and a means of uncovering new problems for
quantitative analysis”.
Figurehead
X Managers act as symbolic figureheads
performing social or legal obligations.
These duties include greeting visitors,
signing legal documents, taking
important customers to lunch, attending
a subordinate’s wedding or speaking at
functions in schools and churches.
Interpersonal Roles
Management Science:
X Managers spend a considerable amount of time in interacting with
other people both within their own organizations as well as outside.
These people include peers, subordinates, superiors, suppliers,
customers, government officials and community leaders.
X Studies show that interacting with people takes up nearly 80 per
cent of a manager’s time. These interactions involve the following
three major interpersonal roles
Historical Development of
X The roots of management science extend to the work of F.W. Taylor,
the father of Scientific Management. Taylor is known for his
systematic development of management techniques which he
started at the Midvale Steel Company in Philadelphia around 1880.
X Taylor developed what he called his four principles of management:
(i) Research,
(ii) Standardization,
(iii) Control and
(iv) Cooperation.
 MANEGERIAL ROLES

Characteristics of X These ten managerial roles are divided into three categories. The
first category of interpersonal roles arises directly from the
manager’s position and the formal authority bestowed upon him.

Management The second category of informational roles is played as a direct

result of interpersonal roles and these two categories lead to the
third category of decisional roles.

Science
MANEGERIAL ROLES Examine Functional Relationships
from a Systems Overview
X Another approach to study management is to examine the roles X The activity of any one function of a
that managers are expected to perform. These roles can be company will have some effect on the
defined as the organized sets of behaviors identified with the activity of each of the other functions.
position. These roles were developed by Henry Mintzberg in the late Therefore it is necessary to identify all
1960s after a careful study of executives at work. important interactions and determine
their impact on the company as a
whole.
Use the Interdisciplinary Approach:

X Management science makes good use of a

simple principle, it looks at the problem from

MANEGERIAL
different angles and approaches. For
example, a mathematician might look at the
inventory problem and formulate some type

ROLES APPROACH
of mathematical relationships between the
manufacturing departments and customer
demand.

RICARDO O. CASIMIRO JR.

What is Total Quality Management Uncover New Problems for Study:
(TQM)
X A core definition of total quality management (TQM) describes a X The third characteristic of
management approach to long-term success through customer management science, which is often
satisfaction. In a TQM effort, all members of an organization overlooked, is that the solution of an
participate in improving processes, products, services, and the MS problem brings new problems to
culture in which they work. light. All interrelated problems
uncovered by the MS approach do
not have to be solved at the same
time. However, each must be solved
with consideration for other problems
if maximum benefits are to be
obtained.
Use a Modeling-Process Approach
to Problem Solving
X Management science takes a
systematic approach to problem
solving. It may use a modeling
process approach taking the help of
mathematical models.
Let's look at each of the elements
individually
X Strategy: this is your organization's plan for building and maintaining a
competitive advantage over its competitors.
X Structure: this how your company is organized (that is, how departments
and teams are structured, including who reports to whom).
X Systems: the daily activities and procedures that staff use to get the job
done.
X Shared values: these are the core values of the organization, as shown
in its corporate culture and general work ethic. They were called
"superordinate goals" when the model was first developed.
X Style: the style of leadership adopted.
X Staff: the employees and their general capabilities.
X Skills: the actual skills and competencies of the organization's
employees.
The McKinsey 7-S Model The Tools of Management Science:

X Decision Matrices X Inventory Models

X Decision Trees X Waiting Line (Queuing) Models
X Mathematical Programming X Simulation Models
X Branch and Bound
X Network Models
X Dynamic Programming
X Markov Chains
 The Seven Elements of the
McKinsey 7-S Framework

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Hard Elements Soft Elements

SYSTEM APPROACH Strategy
Structure
Shared Values
Skills
Systems Style
Staff
Advantages and Disadvantages SYSTEM APPROACH

X Advantages: X Systems approach was developed only after 1950’s and has
X Provide a rule of thumb for identifying which leaders are best for which attracted the attention of many management thinkers at present.
situation This approach is based on the empirical data. Initially, Weiner had
X Unlike many other leadership theories, it takes the situation into account created a seed for the development of systems approach. Later,
X Both the LPC and the situational Factors are easy to measure Ludwig Von Bertalanffy and Kenneth Boulding evolved the General
System Theory (GST). Besides, Lawrence J.Henderson, A.K.Rice,
W.G.Scott. E.L.Trist, Deniel Katz, D. S. Pough, Robert, L.Khan, W.
X Disadvantages: Buckley and J.D.Thompson have made significant contributions to
X It’s not flexible at all the development of the systems approach. They viewed an
X The LPC scale is subjective organisation (main system) as an organ which is composed of
X If you fall in the middle of the LPC scale then there is no guidance as to interacting and interdependent parts called subsystems.
which kind of leader you might be
X Your assessment situation is also subjective
Meaning of a System: 2.Situational Favorableness

X A system is a set of inter-connected X Determined by how much control over the situation you have.
and inter-related elements or
X Three factors:
components parts which are
arranged in order and operate X Leader-Member Relations
together to achieve certain goals. X Task Structure
X Position Power
1.Leadership Style Definition of a System

X Your natural leadership style can be determined using the called X Manmohan Prasad defined, “a system is an established
Least Preferred Co-worker (LPC) arrangement of components which leads to the accomplishment of
particular objectives as per plan”.
X To Score yourself on this scale you have to describe the co-worker
with whom you least prefer to work. X The systems approach is to identify the parts of the organisation and
X Result to discover how these parts operate interdependently.

X High LPC- Relationship Oriented leader

X Low LPC- Task-Oriented leader
Parts of a System: Two Important Factors

1. Your Leadership style

2. The situational favorableness

Theory
X The contingency approach to management
finds its foundation in the contingency theory of
leadership effectiveness developed by
management psychologist Fred Fielder. The
theory states that leadership effectiveness, as it
relates to group effectiveness, is a component
of two factors: task motivation, or relation
motivation, and circumstances.
Parts of a system
X Input – A system is operated to achieve the specified objectives. The
nature of input is based on the objectives to be achieved. Hence,
the inputs may be raw materials or informations.
X Process – A mechanical process is carried on to convert the shape
or form of raw materials. An information is to be interpreted and
analysed in a systematic way to get clear cut idea or conclusion.
X Output – The input of raw materials is available as finished goods in
output. The input of information is available as alternatives or
conclusions in output.
 Contingency Approach to Management
X based on the theory that management
effectiveness is contingent, or dependent, upon
the interplay between the application of
management behaviours and specific situations

Kinds of Systems
 A Closed System

Contingency X A system is operated without any

interaction from the outside

Approach to
environment. The closed system does
not require any element from outside
to operate. The closed systems

Management
FERNANDO IMMANUEL CRUZ
approach was represented by
principles such as unity of command,
span of control and equal authority
and responsibility and concentrated
on internal relationship and
consistency.
An Open System
X The operation of a system is
dependent on the outside
environment for survival. All
organisational systems are depend
upon the outside environment for
feedback and resources and for
disposal of the finished product.
Assertive Behavior
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 General Systems
Non – Assertive
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to management has a relation
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X The specialised system includes
the areas of organisation structure,
job design, computerised
information and the like. The
systems analysts are required not
only by traditional organisations
but also by modern organisations
due to their actual occupational
position.
Aggressive Behavior:
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Social System Integrated Approach

Types of Interpersonal
X X

X Open System X Probability

Adaptive Multivariable

behavior
X X

X Multidisciplinary X Multidimensional
X Dynamic
Evaluation of Systems Approach
Interpersonal Behavior Approach
X Systems approach helps in studying the functions of complex
organisation and bring out the inter-relationship prevailing among
the various functions like planning, organizing, directing and
controlling. It highlights inter-dependence between different
elements of an organisation as well as between an organisation and
its environment.
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 DYNAMIC
Interpersonal ENGAGEMENT
Behavior Approach APPROACH
ALEXIS MAE LOPEZ LAVITORIA
DYNAMIC ENGAGEMENT
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ĂůůŚĂǀĞďĞĞŶŝŶĐůƵĚĞĚŝŶĚLJŶĂŵŝĐ 9 ^ƵŵŵĂƌŝnjĞƌ 9 ĂǀĂůŝĞƌ
ĞŶŐĂŐĞŵĞŶƚĂƉƉƌŽĂĐŚ͕ŝŶǀŝĞǁƚŚĂƚƚŝŵĞ 9 ŶĐŽƵƌĂŐĞƌ
9 ZĞĂůŝƚLJdĞƐƚĞƌ 9 ǀŽŝĚĂŶĐĞ
ĂŶĚŚƵŵĂŶƌĞůĂƚŝŽŶƐŚŝƉĂƌĞĨŽƌĐŝŶŐ 9 ŽŵƉƌŽŵŝƐĞƌ
9 /ŶĨŽƌŵĂƚŝŽŶƐĞĞŬĞƌƐ
ŵĂŶĂŐĞŵĞŶƚƚŽƌĞƚŚŝŶŬƚƌĂĚŝƚŝŽŶĂů ŽƌƉƌŽǀŝĚĞƌƐ
ĂƉƉƌŽĂĐŚĞƐŝŶƚŚĞĨĂĐĞŽĨĐŽŶƐƚĂŶƚƌĂƉŝĚ
ĐŚĂŶŐĞƐ͘
 Six Different Theme
Group Roles in Management
theory
NEW ORGANIZATIONAL ENVIRONMENT
X dŚĞLJŶĂŵŝĐŶŐĂŐĞŵĞŶƚƉƉƌŽĂĐŚ
ƌĞĐŽŐŶŝnjĞƐƚŚĂƚĂŶŽƌŐĂŶŝnjĂƚŝŽŶ
ĞŶǀŝƌŽŶŵĞŶƚŝƐŶŽƚƐŽŵĞƐĞƚŽĨĨŝdžĞĚ͕
ŝŵƉĞƌƐŽŶĂůĨŽƌĐĞƐ͘ZĂƚŚĞƌŝƚŝƐĂĐŽŵƉůĞdž͕
ĚLJŶĂŵŝĐ͕ǁĞďŽĨƉĞŽƉůĞŝŶƚĞƌĂĐƚŝŶŐǁŝƚŚ
ĞĂĐŚŽƚŚĞƌ͘ƐĂƌĞƐƵůƚ͕DĂŶĂŐĞƌƐŶŽƚŽŶůLJ
ƉĂLJĂƚƚĞŶƚŝŽŶƚŽƚŚĞŝƌŽǁŶĐŽŶĐĞƌŶƐ͕ďƵƚ
ĂůƐŽƵŶĚĞƌƐƚĂŶĚƐǁŚĂƚŝƐŝŵƉŽƌƚĂŶƚĨŽƌ
ŽƚŚĞƌŵĂŶĂŐĞƌƐǁŝƚŚŝŶƚŚĞŽƌŐĂŶŝnjĂƚŝŽŶ
ĂŶĚŝŶŽƚŚĞƌŽƌŐĂŶŝnjĂƚŝŽŶ͘
Ă͘ /ŶƚĞƌĞƐƚ'ƌŽƵƉͲ ŐƌŽƵƉŽĨĞŵƉůŽLJĞĞƐĐŽŵŝŶŐƚŽŐĞƚŚĞƌĨŽƌĂƚƚĂŝŶŝŶŐĂĐŽŵŵŽŶ
ƉƵƌƉŽƐĞ͘
ď͘ &ƌŝĞŶĚƐŚŝƉ'ƌŽƵƉͲ ŐƌŽƵƉŽƵƚƐŝĚĞƚŚĞƉůĂŶƚŽƌŽĨĨŝĐĞ͕ŚĂǀŝŶŐƐŝŵŝůĂƌǀŝĞǁƐ͕
ƚĂƐƚĞƐ͕ŽƉŝŶŝŽŶƐ͕ďĞůŽŶŐŝŶŐƚŽƐĂŵĞĂŐĞŐƌŽƵƉ͘dŚĞLJĨŽƌŵĐůƵďƐĂŶĚĂƐƐŽĐŝĂƚŝŽŶƐ
ďĂƐĞĚŽŶƚŚĞĨƌŝĞŶĚƐŚŝƉ͘
Đ͘ ZĞĨĞƌĞŶĐĞ'ƌŽƵƉͲ /ƚŝƐĂƉƌŝŵĂƌLJŐƌŽƵƉǁŚĞƌĞƉĞŽƉůĞƐŚĂƉĞƚŚĞŝƌŝĚĞĂƐ͕
ďĞůŝĞĨƐ͕ǀĂůƵĞƐĞƚĐ͘dŚĞLJǁĂŶƚƐƵƉƉŽƌƚĨƌŽŵƚŚĞŐƌŽƵƉ͘
Ě͘ DĞŵďĞƌƐŚŝƉ'ƌŽƵƉͲ ŐƌŽƵƉŽĨƉĞƌƐŽŶƐďĞůŽŶŐŝŶŐƚŽƚŚĞƐĂŵĞƉƌŽĨĞƐƐŝŽŶ
ŬŶŽǁŝŶŐĞĂĐŚŽƚŚĞƌ
Ϯ͘/ŶĨŽƌŵĂů'ƌŽƵƉƐ
¾ /ŶĨŽƌŵĂůŐƌŽƵƉƐĞdžŝƐƚǁŝƚŚŝŶƚŚĞĨŽƌŵĂů
ŽƌŐĂŶŝnjĂƚŝŽŶƐĂŶĚĂƌŝƐĞďĞĐĂƵƐĞŽĨ
ŝŶĚŝǀŝĚƵĂůƐ͛ƐŽĐŝĂůŶĞĞĚƐĂŶĚĚĞƐŝƌĞƚŽ
ĚĞǀĞůŽƉĂŶĚŵĂŝŶƚĂŝŶƌĞůĂƚŝŽŶƐǁŝƚŚ
ƉĞŽƉůĞ͘tŽƌŬŝŶŐĂƚĂƉůĂŶƚŽƌŽĨĨŝĐĞ
ůĞĂĚƐƚŽĨŽƌŵĂƚŝŽŶŽĨŝŶĨŽƌŵĂůŐƌŽƵƉƐ͘
dŚĞLJǁŽƌŬƚŽŐĞƚŚĞƌĂŶĚƚŚŝƐůĞĂĚƐƚŽ
ƚŚĞŝƌŝŶƚĞƌĂĐƚŝŽŶ͘
ETHICS AND SOCIAL RESPONSIBILITY
¾ DĂŶĂŐĞƌƐƵƐŝŶŐĂĚLJŶĂŵŝĐ
ĞŶŐĂŐĞŵĞŶƚĂƉƉƌŽĂĐŚƉĂLJĐůŽƐĞ
ĂƚƚĞŶƚŝŽŶƚŽƚŚĞǀĂůƵĞƐƚŚĂƚŐƵŝĚĞ
ƉĞŽƉůĞŝŶƚŚĞŝƌŽƌŐĂŶŝnjĂƚŝŽŶƐ͘dŚĞ
ĐŽƌƉŽƌĂƚĞƵůƚƵƌĞƚŚĂƚĞŵďŽĚŝĞƐ
ƚŚŽƐĞǀĂůƵĞƐ͕ĂŶĚǀĂůƵĞƐŚĞůĚďLJ
ƚŚĞƉĞŽƉůĞŽƵƚƐŝĚĞƚŚĞ
ŽƌŐĂŶŝnjĂƚŝŽŶ͘
GLOBALIZATION AND MANAGEMENT

X dŚĞLJŶĂŵŝĐĞŶŐĂŐĞŵĞŶƚ
ĂƉƉƌŽĂĐŚƌĞĐŽŐŶŝnjĞƐƚŚĂƚƚŚĞ a. Command Group - consists of subordinates who are
ǁŽƌůĚŝƐĂƚƚŚĞŵĂŶĂŐĞƌ͛Ɛ directly responsible to a supervisor. Command groups are
ĚŽŽƌƐƚĞƉŝŶϭϵϵϬ͛Ɛ͘tŝƚŚǁŽƌůĚ structured by the organization.
ĨŝŶĂŶĐŝĂůŵĂƌŬĞƚƐƌƵŶŶŝŶŐϮϰ
ŚŽƵƌƐĂĚĂLJ͕ĂŶĚĞǀĞŶƚŚĞ
ƌĞŵŽƚĞƐƚĐŽŶĐĞƌŶƐŽĨƚŚĞƉůĂŶĞƚ
ŽŶůLJƚĞůĞƉŚŽŶĞĐĂůůĂǁĂLJ͕ b. Task Group- is formed to complete a project. The job
ŵĂŶĂŐĞƌƐĨĂĐŝŶŐƚŚĞƚǁĞŶƚLJĨŝƌƐƚ of the group is to complete the task within allotted time
ĐĞŶƚƵƌLJƚŚŝŶŬŽĨƚŚĞŵƐĞůǀĞƐĂƐ period. If one task is completed, they are allotted new
task to work with.
ŐůŽďĂůĐŝƚŝnjĞŶƐ͘

ϭ͘&ŽƌŵĂů'ƌŽƵƉƐ
¾ ĂƌĞĐƌĞĂƚĞĚĂƐƉĂƌƚŽĨŽƌŐĂŶŝnjĂƚŝŽŶ
ƐƚƌƵĐƚƵƌĞƚŽĂĐĐŽŵƉůŝƐŚ
ŽƌŐĂŶŝnjĂƚŝŽŶĂůƚĂƐŬƐ͘ǁŽƌŬŐƌŽƵƉ
ŝŶĂƉůĂŶƚŝƐƚŚĞĞdžĂŵƉůĞŽĨĨŽƌŵĂů
ŐƌŽƵƉ͘dŚĞLJĂƌĞďŽƵŶĚďLJ
ŚŝĞƌĂƌĐŚŝĐĂůĂƵƚŚŽƌŝƚLJŝŶƚŚĞ
ŽƌŐĂŶŝnjĂƚŝŽŶ͘dŚĞLJŚĂǀĞƚŽĨŽůůŽǁ
ƌƵůĞƐ͕ƌĞŐƵůĂƚŝŽŶĂŶĚƉŽůŝĐLJŽĨƚŚĞ
ŽƌŐĂŶŝnjĂƚŝŽŶ͘
INVENTING AND REINVENTING
ORGANIZATIONS
¾ DĂŶĂŐĞƌƐǁŚŽƉƌĂĐƚŝĐĞĚLJŶĂŵŝĐĂůůLJ
ĞŶŐĂŐĞŵĞŶƚĐŽŶƚŝŶƵĂůůLJƐĞĂƌĐŚĨŽƌ
ǁĂLJƐƚŽƵŶůĞĂƐŚƚŚĞĐƌĞĂƚŝǀĞƉŽƚĞŶƚŝĂů
ŽĨƚŚĞŝƌĞŵƉůŽLJĞĞƐĂŶĚƚŚĞŵƐĞůǀĞƐ͘
ŐƌŽǁŝŶŐĐŚŽƌƵƐŽĨƚŚĞŽƌŝƐƚŝƐƵƌŐŝŶŐ
ŵĂŶĂŐĞƌƐƚŽƌĞƚŚŝŶŬƚŚĞƐƚĂŶĚĂƌĚ
ŽƌŐĂŶŝnjĂƚŝŽŶƐƚƌƵĐƚƵƌĞƐƚŽǁŚŝĐŚƚŚĞLJ
ŚĂǀĞďĞĐŽŵĞĂĐĐƵƐƚŽŵĞĚ͘
CULTURE AND MULTICULTURALISM ϭ͘ &ŽƌŵĂů'ƌŽƵƉƐ
Ă͘ ŽŵŵĂŶĚ'ƌŽƵƉ
X DĂŶĂŐĞƌƐǁŚŽĞŵďƌĂĐĞƚŚĞĚLJŶĂŵŝĐ
ď͘dĂƐŬ'ƌŽƵƉ
ĞŶŐĂŐĞŵĞŶƚĂƉƉƌŽĂĐŚƌĞĐŽŐŶŝnjĞƚŚĂƚ
ƚŚĞǀĂƌŝŽƵƐƉĞƌƐƉĞĐƚŝǀĞĂŶĚǀĂůƵĞƐƚŚĂƚ dzW^K&
ƉĞŽƉůĞŽĨĚŝĨĨĞƌĞŶƚĐƵůƚƵƌĂů Ϯ͘/ŶĨŽƌŵĂů'ƌŽƵƉƐ
ďĂĐŬŐƌŽƵŶĚƐďƌŝŶŐƚŽƚŚĞŝƌ 'ZKhW^ Ă͘ &ƌŝĞŶĚƐŚŝƉ'ƌŽƵƉ
ŽƌŐĂŶŝnjĂƚŝŽŶƐĂƌĞŶŽƚŽŶůLJĂĨĂĐƚďƵƚĂ
ƐŝŐŶŝĨŝĐĂŶƚƐŽƵƌĐĞŽĨĐŽŶƚƌŝďƵƚŝŽŶƐ͘ ď͘ /ŶƚĞƌĞƐƚ'ƌŽƵƉƐ

Đ͘ ZĞĨĞƌĞŶĐĞ'ƌŽƵƉ

Ě͘ DĞŵďĞƌƐŚŝƉ'ƌŽƵƉ
What is a Group? Yh>/dz
X LJƚŚĞĚLJŶĂŵŝĐĞŶŐĂŐĞŵĞŶƚĂƉƉƌŽĂĐŚ͕ƚŽƚĂůƋƵĂůŝƚLJ
X ŐƌŽƵƉĐĂŶďĞĚĞĨŝŶĞĚĂƐƚǁŽ ŵĂŶĂŐĞŵĞŶƚ;dYDͿƐŚŽƵůĚďĞŝŶĞǀĞƌLJŵĂŶĂŐĞƌ͛ƐǀŽĐĂďƵůĂƌLJ͘
ŽƌŵŽƌĞŝŶƚĞƌĂĐƚŝŶŐĂŶĚ ůůŵĂŶĂŐĞƌƐƐŚŽƵůĚďĞƚŚŝŶŬŝŶŐĂďŽƵƚŚŽǁĞǀĞƌLJ
ŝŶƚĞƌĚĞƉĞŶĚĞŶƚŝŶĚŝǀŝĚƵĂůƐ ŽƌŐĂŶŝnjĂƚŝŽŶĂůƉƌŽĐĞƐƐĐĂŶďĞĐŽŶĚƵĐƚĞĚƚŽƉƌŽǀŝĚĞƉƌŽĚƵĐƚ
ǁŚŽĐŽŵĞƚŽŐĞƚŚĞƌƚŽĂĐŚŝĞǀĞ ĂŶĚƐĞƌǀŝĐĞ͘dŚĂƚŝƐƌĞƐƉŽŶƐŝďůĞƚŽƚŽƵŐŚĞƌĂŶĚƚŽƵŐŚĞƌ
ƉĂƌƚŝĐƵůĂƌŽďũĞĐƚŝǀĞƐ͘ ĐƵƐƚŽŵĞƌĂŶĚĐŽŵƉĞƚŝƚŝǀĞƐĞƌǀŝĐĞƐ͘^ƚƌŽŶŐĂŶĚůĂƐƚŝŶŐ
ƌĞůĂƚŝŽŶƐŚŝƉƐĐĂŶďĞĨƌƵŝƚĨƵůďLJƉƌŽĚƵĐƚŽĨƋƵĂůŝƚLJĨƌĂŵĞŽĨ
ŵŝŶĚĂŶĚĂĐƚŝŽŶďLJƚŚŝƐǀŝĞǁ͘
 Group Behavior
Approach
Group Behavior ¾ dŚŝƐĂƉƉƌŽĂĐŚŝƐĐŽŶĐĞƌŶĞĚƉƌŝŵĂƌŝůLJǁŝƚŚƚŚĞ
ďĞŚĂǀŝŽƌĂŵŽŶŐŝŶĚŝǀŝĚƵĂůƐ͘WĞƌƐŽŶƐ

Approach
ďĞůŽŶŐŝŶŐƚŽĂƉĂƌƚŝĐƵůĂƌƐŽĐŝĂůŐƌŽƵƉ͕ŚĂǀĞ
ĐŽŵŵŽŶĨĞĞůŝŶŐƐĂŶĚĂƚƚŝƚƵĚĞƐ͕ĂŶĚƚŚĞLJ
ĨŽƌŵĂŶŝŶĨŽƌŵĂůŽƌŐĂŶŝnjĂƚŝŽŶ͘WƌŽďůĞŵƐ
ĐƌĞĂƚĞĚďLJƚŚĞŵĐĂŶŶŽƚďĞƌĞƐŽůǀĞĚďLJ
ĂƵƚŚŽƌŝƚŝĞƐŝŶƚŚĞĨŽƌŵĂůŽƌŐĂŶŝnjĂƚŝŽŶ͘dŚŝƐ
ƐĐŚŽŽůŽĨƚŚŽƵŐŚƚ͕ƚŚĞƌĞĨŽƌĞ͕ĂƚƚĂĐŚĞƐ
ŝŵƉŽƌƚĂŶĐĞƚŽƚŚĞŶĞĞĚĨŽƌĐŽŽƉĞƌĂƚŝŽŶĂŶĚ
ƉŽƐŝƚŝǀĞŝŶƚĞƌĂĐƚŝŽŶĂŵŽŶŐƐƵĐŚŐƌŽƵƉƐŽĨ
ƉĞŽƉůĞƐŽƚŚĂƚǁŽƌŬͲĨůŽǁǁŝůůďĞƐŵŽŽƚŚ͘