• A group of people working together in a Basic Management Functions What do managers do?

What is organisation?
structured and coordinated fashion to achieve
a set of goals
• Managers get things done through other people.
Planning Organizing
• A set of activities (including planning and decision Setting the organization’s Determining how best to
What is management? Management Management roles Management skills
making, organising, leading and controlling) goals and deciding how best group activities and
functions (H.Fayol) (H. Mintzberg) (R. Katz)
directed at an organisation’s resources (human, to achieve them resources
financial, physical, and information) with the aim - Planning - Interpersonal - Technical
of achieving organisational goals in an efficient roles skills
- Organizing
and effective manner.
Leading - Informational - Human skills
Controlling - Leading
What is manager? • Someone whose primary responsibility is to roles
Motivating organization - Conceptual
carry out the management process Monitoring and correcting - Controlling
ongoing activities to
members to work in the - Decisional skills 概念的
best interests of the
facilitate goal attainment
organization
roles

Part1 The environmental context of HRM

Technical Human Conceptual What is Human Resource?
skills skills skills • The people an organization employs to carry out various jobs, tasks, and
functions in exchange for wages, salaries, and other rewards. Scientific Human
Management Relations Era Contingent
Management
Top manager (1900s) （1930s）
What is Human Resource Management?
• The comprehensive set of organizational activities directed at attracting, Employment Personnel
Human Human Capital
Strategic
Middle manager Resource Resource
developing, and maintaining an effective workforce. Department Management HRM
Management Management

The increased awareness of the

What is Human Capital? importance of human behavior
• Human capital resources --
HR capacities accessible to a
First-line manager stimulates organizations becoming
• It reflects the organization’s investment in attracting, retaining, and more focused on better managing
unit that help it gain some
competitive advantage.
motivating an effective workforce. their human resources.

The legal environment of HRM • Legal Regulation of HRM

• The strategic importance of HRM
Protection from discrimination in
Job
selection, initial job placement, and
• How does HRM contribute to the organization? • Many laws relevant to HRM (e.g., equal employment opportunity, compensation and applicants
initial compensation
-- Hire, reward, train, manage people effectively benefits, labor and relations, occupational safety and health, etc)

-- Comply with the local law • Why should employment laws exist?
-- Strategy for future development (e.g., shortage / surplus) Protection from discrimination in performance
... • Unlawful (discriminatory) employment practices：unfairly discriminate against appraisal, subsequent job placements, training
Current
people with characteristics protected by law and development opportunities, career and
Employees
promotion opportunities, and all other
Strategic HRM is becoming more important! dimensions of work in the org.
• Complying with local laws and regulations
• All employees and applicants should be treated consistently regardless of their
• Written contract! protected characteristics (Age, Disability, National origin, Pregnancy, Race,
Religion, Sex)
 HR HR Three-pillar model Internal rationale of the HR Resource/Captial-based view & Syetem-based view of SHRM
- Job analysis Three-pillar model
Planning - Forecasting & planning Dave Ulrich, 1997
- Deal with relationship, conflicts,
interests with employees Components of Human Resource Management
Employee Recruiting HR Shared Service Center (HRSSC)
relations &Hiring HR Business Partner (HRBP)
HR Planning Training & Development
- Attract and select the most Centre of Excellence/Expertise (COE)
HRM qualified employees (fit) Institutional
norms Solution
Job Design Performance Management
Feedback
- C: Financial remuneration Functions support
given by the organization Recruitment Compensation & Benefits
- B:Things of value other than - Teach operational or
• Generated from business Feedback & Selection
compensation Training & technical employees how to strategy Deliver Service Succession &
Compensatio • Human Capital Labor
n & Benefits Development do the job for which they Orientation & Career
were hired. • HRM efficiency and effectiveness Relation
Socalization Development
- Teach managers and • Create value
professionals the skills
- Formal assessment of how well an employee
is doing his or her job Performance needed for both present and Demands feedback Organization Improvement
Appraisal future
- Evidence of promotion, demotion or transfer

Part3 How to manage international HRM Internationalization --- Diversity

• Diversity: A characteristic of group or
organization whose members differ from one
another along one or more important dimesions,
such as age, gender, or ethnicity.

How to manage diverse workforce?

• Understand culture difference
• Maintain a legal and fair context
• Adopt appropriate strategies
- we should treat everyone equally but we should not ignore fundamental human differences
- effective communication
- organizational diversity and multicultural training

Hofstede's Cultural Dimensions Theory

Understanding the cultural environment Socialization

• Dr. Geert Hofstede (1928-2020)

• Culture: Set of values that helps an organization’s members understand what • Power Distance
it stands for, how it does things, and what it considers important -people's acceptance of the unequal distribution of power in an organization
Performance
• Individualism vs. Collectivism Recruiting Management
• Cultural differences directly affect business practices in international -cares about the good of the individual or the good of the group
situations • Masculinity vs. Femininity
Work
• Language is an important cultural dimension that affects international HRM -refers to the value placed on traditionally male or female values. (e.g., confident and aggressive / humble and warm) flow
practices
• Uncertainty avoidance
• Roles that exist in different cultures affects international business
- people's acceptance of uncertainty
• Long-term orientation vs. Short-term orientation
Succession Retain Top
• Indulgence vs. Restraint Planning Performers

Part1 Identify the qualified employees
• Who should be hired?
• Who should be promoted/demoted?
• Recruiting
• Strategic job analysis
- Job description
- Job specification
• Recruiting assessment
• Socialization
• Building psychological contract &
commitment
The Motivation Framework
Need or
deficiency
ERG Theory involves three rather than five levels of needs and allows for someone to regress from
a higher-level need to a lower-level need.
• Individual performance is generally determined by motivation, ability,
2nd perception, and work environment.
• Motivation refers to the set of forces that cause people to behave in certain
ways.
• It determines how a person will exert his or her effort.
• It reflects individual’s desire to do the job
• Performance Appraisal
• Learning, training & development • Why can motivation influence individual’s behavior?
• Performance assessment
• Turnover investigation • Goal ---- Guide employees' work goal
• Strength ---- Facilitate the level of employees' engagement
• Succession management
• Sustainability ---- Keep employees engaged
Maslow's Hierarchy of Needs:
Specifies five levels of needs that are capable of motivating behavior
• Content (need-based) theories of motivation (What?)
-- What do employees need? Focus on what motivates a person, rather than on how to motive.
-- Maslow's hierarchy of needs
Search for ways Choice of behavior -- Dual-factor theory (Hygiene-motivational factors)
to satisfy need to satisfy need -- ERG theory
......
• Process theories of motivation (How?)
-- Focus on how people become motivated and what they are motivated to do rather than on what
motivates them
-- Reinforcement theory
Determination of
future needs and Evaluation of -- Expectancy theory
search/choice for -- Equity theory
need satisfaction
satisfaction -- Goal setting theory
-- An integrative Model of motivation
......
Which one is more effective?
Satisfaction No Satisfaction No dissatisfaction Dissatisfaction
External motivation or Internal motivation?
Motivation factor (internal Hygiene factor (external • Too much external motivation --- Cognitive interference & inaccurate attribution
motivation): motivation):
• When employee is in charge of interesting and challenging work task...
• job autonomy, job meaning, • salary, compensation, benefit, work
empowerment, development conditions.... • Provide theoretical evidence for compensation management
opportunity... • low dissatisfaction
• high satisfaction
Reinforcement theory --- behavior is a function of its consequences.
• Expectancy Theory (VIE theory)

Environment
Motivation effect = Valence × Expectancy

Valence of outcomes
effort-performance Outcome
expectancy

Motivation Effort Performance Outcome The value of this The probability of

• Positive Reinforcement: Behavior is followed by a positive reinforcement (rewards) and thus is likely to be
repeated. objective in your mind achieving this objective

i
• negative reinforcement: Behavior is followed by eliminating a negative reinforcement (rewards) and thus
is likely to be repeated Outcome
• Extinction: Behavior is followed by no consequences and eventually disappears. Ability
• Positive Punishment: Behavior is followed by negative consequences so it will not be repeated.
Performance-to-outcome
• Negative Punishment: Behavior is followed by cancelling a promised positive consequences so it will not expectancy (also called
be repeated. instrumentality)

Goal setting theory • Equity Theory is concerned with a person's perceived inputs to a (work) setting and the
outcomes received from that setting.
• -- behavior is a result of goals and intentions -- so manager can influence employees’ Goal difficulty Goal acceptance Organizational Intrinsic Rewards • Everyone calculates the ratio of inputs to outcomes, similar to considering a return on any
behavior by setting goals for them support investment.
• Goals tell an employee what needs to be done and how much effort will need to be
expended
• Not all goals can motivate employees --- specific goals increase performance
• Comparison of self with other
Goal-directed Performance Satisfaction
• Specific, difficult, acceptable effort outcomes (self) outcomes (other)
• Clear and difficult goals lead to higher levels of employee productivity. ？
input (self) input (other)

• Comparison of past-self and present-self

Plan:计划与设定目标 Goal Individual
Goal Specificity Extrinsic rewards
 Do:分化与完成目标 commitment abilities & traits outcomes (present-self) outcomes (past-self)
PDCA  Check：检查目标完成情况 input (present-self)
？
input (past-self)
 Assessment:评价与反馈

Popular Motivation Strategy

• HRs can integrate the useful information they need from different motivation
theory (model) to develop a single, integrative model that works best for the
organization strategy.
• Quality circle: a work group of 8-10 employees who meet regularly to discuss their quality
Employee involvement problems, investigate causes, recommend solutions, & take corrective actions. Management
A participative process that uses the entire capacity of employees & is designed to encourage increased
commitment to the organization’s success.
retains control over the final decision; improve productivity……

• Other related motivation theory • Employee stock ownership plans(ESOPs): company-established benefit plans in which employees
• Agency theory • Examples: acquire stock as part of their benefits
• Intrinsic Motivation • Participative management: A process where subordinates share a significant degree of decision-
making power with their immediate superior
• Self-determination theory • Representative participation: workers participate in org. decision making through a small group of
representative employees
• ...
• Works councils: group of nominated or elected employees who must be consulted when management
makes decisions involving personnel
• Board representatives: a form of representative participation. Employees sit on a company’s board of • Linking: Theory Y; Maslow Theory; ERG Theory
directors & represent the interests of the firm’s employees
 Developing Retention Strategies
The Causes of Voluntary Turnover
• Alternative forms of work arrangement
Unsatisfied!
compensation
-- variable work schedules
ambiguous job duty
-- flexible work schedules unrealistic goal
-- job sharing development opportunities
-- telecommuting fairness
…

-- incentives : competition, reward, honor, information, emotion, goal-setting • Current economic climate
-- improving value, improving expectancy • …

• 1st Challenging Employees • 5th Choosing a Good Location • Psychological contract (心理契约)
• Case: Texas Instruments • Case: IT tech co. in Silicon Valley • -- the expectancies held by the employee with regard to what he/she will contribute to the
• assignment changes & training for new skills; index of managers’ PM organization and held by organization with regard to what it will provide to the individual in
• Tip: Establishing a separate long-term research facility in a location where the skills of the team return.
are not in as high demand. •
• 2nd Clarifying Promotion Paths
• Clear career paths • 6th Providing Competitive Wages & Benefits • Idiosyncratic-deals (I-deals) (个别协议)
• Good compensation & Good communication practices • voluntary, personalized agreements of nonstandard nature negotiated between individual
employees and their employers regarding terms that benefit each party.
• 3rd Developing Better Supervisors
• climate of respect, fairness, and trust; fit • 7th Holding Managers Accountable
• Role clarity & Job duty of manager
• work environment, the alignment of job task and career planning, safety &
belonging, compensation, value identification, training & developmental
• 4th Giving Employees Work Flexibility opportunity, promotion
• 8th Providing Employees with Support
• Alternative job arrangements; work-life balance
• Back-up
• Job sharing: two people work together to fill one job. Which one is more effective?
• Flextime: allow employees to work hours other than a typical 8h shift • 9th Signing an I-deals / building psychological contract Written contract vs Psychological contact?
• Telecommuting (Homesourcing): employees work from a location other than their employer’s
facilities, such as their home (save cost)

What is organizational behavior (OB)?

What will influence individual behavior in organization?
• Organization: Groups of people who work interdependently toward some purposes

• “OB is a field of study that investigates the impact that individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such knowledge toward improving an organization’s
effectiveness. ” —— S.P. Robbins
• Situational factors
• “To enhance the dignity and performance of human beings, and the organizations they work in, by • Inherent individual differences
advancing the science and knowledge of human behavior.”
• ....
—— Rucci, A. J. Keynote Address at Society for Industrial and
Organizational Psychology 23rd Annual Conference, April 12, 2008.
 1 Demographics
---- age, gender, race & ethnicity, disability, tenure, marital status, social economic status (SES)…
What are the basic elements of individual performance? This is what we can observe
• What is the impact of biographical characteristics on employees’ performance/behavior?

• Age / Gender / Marital status / Tenure ––– turnover / absenteeism / productivity / job satisfaction?
• Demographics • SES ––– leader emergence/ cognitive function/ equity perception / advice taking / mentality set?

• Personality
• What is your idea about the phenomenon of laying off people over 35/40?
• Attitudes These are the foundation of • How to manage older/younger employee?
• Perception individual’s behavior • How to manage generation conflict?
• Stress
•…

2 Personality and Individual behavior

• (Internal/External) Locus of control (内外控) Why do we need to investigate personality?
Relatively stable set of psychological and behavioral attributes that distinguish one
person from another person -- the degree to which an individual believes that his or her behavior has a direct impact on the
consequences. Individual Benefits: Org. Benefits:
Gain insights into personality Appreciate others
• “Big Five” (大五人格) -- A popular personality framework based on five key traits.
• Machiavellianism (马基雅维利) – Improve your ability to see others more – Understand and adapt to leadership’s
accurately;
management style;
– Enhance your ability to appreciate
--Behavior directed at gaining power and controlling the behavior of others – Respect people’s work preferences;
性
尽责 • -- manage multiple tasks and consistently meet
deadlines
differences in yourself and in others;
– Increase your openness to feedback – Improve communication among supervisors,
• Self-monitoring (自我监控) - the ability of self-adjustment according to situational cues (clues) from what is going on around peers, employees, customers;
愀性 • -- get along with other you; – Make constructive use of individual
• - extent to which a person experiences anxiety • Risk-taking/Risk propensity (风险偏好) – Improve your ability to choose realistic approaches;
中经质
goals; – Allow for creative problem-solving;
and is poised, calm, resilient, and secure
-- the degree to which an individual is willing to take chances and risk decisions – Reduce your defensiveness when different types approach problems in
• - a person’s rigidity of beliefs and range of involved in a disagreement. different, yet valid ways; ……
开放性 interests • Self-efficacy (自我效能) -- individual’s beliefs about here or his capabilities to perform a task
• - a person’s comfort level with relationships

3 Attitude and Individual behavior

(a) Job satisfaction When employees feel unsatisfied ---- EVLN model
Complexes of beliefs and feelings that people have about specific ideas, situations, or
other people. • A person‘s evaluation of his or her job and work context;
• An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work
Cognitive dissonance （认知失调） • A collection of attitudes about specific facets of the job;
Affective:
- Caused when an individual has conflict attitudes among
feelings and emotions an
three attitude components
individual has towards a
situation Work setting: Individual behavior
Challenging, diversity,
autonomy, compensation,
Cognitive: Attitude Behavior safety, climate...
knowledge an individual
Job satisfaction Individual performance
has about a situation -- job satisfaction
-- organizational commitment
Individual characteristics:
Intentional: -- perceived justice Organizational
qualification, LMX, TMX,
How an individual expects -- job involvement / psychological empowerment performance
role clarity, role conflict...
to behave toward or in the
-- employee engagement
situation
...
 (b) Organizational commitment 4 Perception and Individual decision-making
• An attitude that reflects an individual’s identification with and attachment to the • Perception is a process by which individuals organize
organization itself and interpret their sensory impressions in order to Factors in the perceiver
give meaning to their environment. - attitudes - motives
• … the set of processes through which an individual - interests - experience
becomes aware of and interprets information about - expectations
Affective Continuance Normative the environment
commitment: 情感承诺 commitment: 持续承诺 commitment: 规范承诺
An emotional attachment The perceived economic An obligation to remain Factors in the situation
to an organization and a value of remaining with an with an organization for - Time
organization compared moral or ethical reasons. Perception
belief in its values. - Work setting
with leaving it. - Social setting

Developmental • Individual difference

Goals identification opportunities Organization norm Factors in the target
• Organization constraints
- novelty - motion
• Culture - sounds - size
Managerial effectiveness - background - proximity
- similarity

• Performance behavior
What is leadership?
Common biases & errors in perception
- the total set of work-related behaviors that the organization expects the individual to display
• Halo error (晕轮效应) -- One positive characteristic may cause the individual to rate all other aspects positively Leader: Influence others & managerial authority
• Withdrawal behavior
• Horns error （尖角效应） -- When we downgrades other aspects of an individual because of a single negative point
- absenteeism: when an individual does not show up for work
• Primacy effect (Anchoring bias 首因效应) --- impression management: build a good image in the eyes of the
management - turnover: when people quit their jobs
• Leadership is the process of providing direction and
• similar-to-me effect • Organizational citizenship behavior (OCB) influence others to achieve their goals.
• Overconfidence bias --- entrepreneur’s optimism-performance, who will be overconfidence?
- the behavior of individuals that makes a positive overall contribution to the organization
• Confirmation bias
e.g., voice: the informal and discretionary communications initiated by employees in raising ideas,
• Availability bias
suggestions, and concerns for the purpose of bringing about improvement or change
• Leadership is the property to influence, motivate, and
• Escalation of commitment enable others to contribute toward the effectiveness of the
• Randomness error
• Dysfunctional behaviors
organizations.
• Risk aversion - those that detract from, rather than contribute to, organizational performance
• Hindsight bias

Is a good manager also a good leader?

Leadership & Power Base (sources) of Power --- 5 category classification (by French & Raven)
• Management is about planning, controlling, and putting
• Power is the ability of a person, team, or org. to influence others’ behavior. • Coercive：being dependent on fear---the negative result. appropriate structures and systems in place;
-- The potential to influence others;
• Reward：compliance achieved based on the ability to distribute rewards that others view as • Leadership has more to do with anticipating change, coping
-- Power requires one person’s perception of dependence on another person; Formal
power valuable. with change, and adopting a visionary stance.

• General postulate: the greater B’s dependency on A, the greater the power A • Legitimate： the power received as a result of his position in the formal hierarchy of an org.
• A manager has Position- based power
has over B. • Expert： influence based on special skills or knowledge.
(Legitimate/Reward/Coercive)
Informal
power • Referent：possession by an individual of desirable resource or personal traits. --Out of • A leader has Person - based power
admiration！ (Referent/Expert & Informal Reward and coercive)
• Dependency increases when the resource you control is important, scarce, &
nonsubstitutable.
 What is an effective leader?——Approaches of Leadership Competency (Trait/Generic) Perspective Behavior Perspective

• 1920s-1930s • late 1940s

Competency Behavior • Assume that traits play a key role in: • how a person acts determines that person’s leadership effectiveness.
Traditional Perspective Perspective • differentiating between leaders and non-leaders. • leadership is a behavioral pattern, which can be learned
• predicting leader or org. outcomes.

Contingency LPC • Lewin et al’s Studies (Autocratic / Democratic / Laissez-Faire)

Situational
Perspective Path-goal • Great-person Theroy (Leader was inborn) • The Ohio State Studies (Consideration / initiating-structure)
• Michigan Studies (job-centered / employee-centered)
• Seven Leadership Competencies (traits): • Mangagerial Grid (Blake & Mouton, 1983)
Transformational New Trends
Contemporary • Emotional Intelligence, Integrity, Drive, Leadership motivation, Self-confidence, Intelligence,
Perspective
Job-relevant Knowledge……

Why Trait and Behavior Approaches Fall Short? Contingency Perspective

• Fiedler's Contingency Theory (LPC Theory)

• Situational characteristics: (Favorableness of the Situation)
• A theory of leadership that suggests that the appropriate style of leadership varies with
situational favourableness.
• Leader-member relations: the nature of the relationship between the leader and the work group
• Task-oriented or Relationship-oriented
• Task structure: the degree to which the group’s task is well defined.
• Leadership effectiveness depends upon the properly matching between the leader's style and
• Position power: the power vested in the leaders’ position.
the specific situation
• LPC (Least-preferred coworker) Questionnaire
• Situational characteristics:(Leader-member relations/ Task structure/ Position power)
Situational Leadership

Contingency Perspective

• Path-Goal Theory (House)

• A theory of leadership suggesting that the primary functions of a leader are to make valued/desired
rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to
those rewards.
• Clarify the paths to goal attainment !
• leader effectiveness depends on the degree to which a leader can enhance the performance expectanties
and valences of his/her subordinates.
• Directive, Supportive, Participative, Achievement-Oriented Behavior
• Effectiveness is enhanced in situations that allow leaders to exercise these behavior.
• Motivation = expectanties * valences
 Contemporary views of leadership LMX (leader-member exchange) Theory (Graen, 1995)
A--Traditional view B--Vertical dyad linkage view
Leader
• Situational Perspective: (1) LMX theory
(2) Cognitive resource theory
• Tansformational-Transactional Leadership Subordinate
Directive Behavior • Charismatic-Visionary Leadership
involves giving specific guidance to subordinate and asking them to follow standard rules. In-group
Supportive Behavior • Substitutes for Leadership
includes being friendly to subordinates and sensitive to their needs. • Paternalistic Leadership
Participative Behavior Out-group
involves sharing information with subordinates and consulting with them before making decisions. • Gender Issues in Leadership • Members of in-group are invited to share in D-M and are given added responsibility.
Achievement-Oriented Behavior
entails setting challenging goals and emphasizing excellence, while simultaneously • Global difference in Leadership • Members of out-group, however, are supervised within the narrow terms of their
showing confidence that subordinates will perform
• ...... formal employment contract.

Transformational-Transactional Leadership Paternalistic Leadership (Cheng, Chou, & Farh, 2000)

• LMX theory highlights the importance of variable relationships between leaders • Transactional Leadership （交易型领导）
• PL is a style that combines strong discipline and authority with fatherly benevolence
and employees. • based on exchange, link job performance to rewards and ensure employees have necessary resources.
• Authoritarianism refers to control, authority, and demands for submission and obedience from
• “Do this work for me; I'll give this reward to you.”
subordinates.

• LMX ------------ job satisfaction

• Transformational Leadership （变革型领导）
• Benevolence refers to holistic and individualized concern for employees' well-being in work and
non-work domains.
job performance • is characterized as developing, intellectually stimulating, and inspiring followers to transcend their self-
• Morality captures superior integrity and moral character, a leader's desire to behave unselfishly
OCB interests for a collective purpose of vision (Podsakoff et al., 1990).
and to fulfill obligations.
turnover • Goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences,
and inspiring new ways of thinking
• brings about continuous learning, innovation, and change --- success of business

Gender issues in Leadership--Do women lead differently from men?

• Male and female leaders have similar task- and

people-oriented leadership.
• Participative leadership style is used more
often by female leaders.

• Feamle leaders are treated unfairly.

• e.g., Wang, Chiang, Tsai, Lin, & Cheng, B. S. (2013). OBHDP
 Job
specialization

About
dividing and Reflect on Job Specialization
Need for Departmental- grouping of
coordination ization jobs
The degree to which the overall Benefit?
About
interdependence task of the organization is broken • Efficiency
within OG An organizational structure defines • Proficiency
down and divided into smaller
how job tasks are formally • Specialized equipment
divided, grouped and coordinated component parts.
• Low cost for replacement
Centralization
Chain of Limitations?
and
command
decentralization About • Monotony
distributing • Lack challenge and stimulation
authority and Jobs are divided into small, specific,
establishing • Efficiency may not be expected
Span of report lines repetitive, standardized tasks
management
 Boredom Alternatives to Job specialization Ways of departmentalization
Fatigue ◉ Grouping jobs according to some logical arrangements
◉ Job rotation ◉ Job characteristics approach
○ Moving employees from job
Stress to job (systematically) Work system
Low productivity + By By
◉ Jon enlargement Feedback Skill variety
Employee preference function product
Inferior quality ○ Increase the total number
of tasks workers perform
Increased absenteeism Task
◉ Job enrichment Autonomy By
identity
High turnover ○ Increase both the total customer By
number of tasks and the (need or geography
control over the job
Task process)
significance

Is there a optimal number of layers in an organizational hierarchy?

What do you think? • The process of linking the activities of the various
departments of the organization
Where the authority lies • Different level of coordination required
 Different types of interdependence

Pros:
Need for
 Close control
• Chain of command coordination
Pros: Cons: • Line of authority that extends from the top of the
 Tight
 Morale  Excessive administrative organization to the lowest level and clarifies who
supervision
 Productivity responsibility reports to whom
 High competence
Cons: requirement • Delegation
 Costly • The process by which managers assign a portion of
 Communication their total workload to others
problems • The centralization and decentralization continuum
 Autonomy • Decision-making level
suffers
• Top-management vs. Lower management

Functional (U-form)
Conglomerate (H-form) design Divisional (M-form) Design
design

 An arrangement based  Based on product approach

on the functional  Made up of a set of unrelated  Multiple businesses are in related
approach to businesses operating areas within a larger
departmentalization  Independent general manager for organization framework.
 Structuring the independent business groups  Shared purposes, strategies,
organizations by similar  H stands for “holding” (holding resources, coordination
specialties, roles or company; parent company )  M stands for “multidivisional”
tasks.
 U stands for “unitary”
 Matrix Structure Potential factors

 Overlapping bases of Technology

departmentalization
(function + project)
Environment
 Multiple-command
structure
Size of an Organization

Organization life cycle

…
The situational view of organization design is based on the assumption that the optimal
Different structural models design for any given organization depends on a set of relevant situational factors

Functional groups
Why do people join groups…? • A permanent group created by the
organization to accomplish a number of
organizational purposes with an unspecified
time horizon

Can the work be done better by one person?
What are we looking for when we join a group?
Are there any dark side of working as a group?
Organizational life cycle
Types of groups Informal or interest groups
• Created by its own members for purposes
that may or may not be relevant to
organizational goals
Task groups
• Created by the organization to accomplish a
relatively narrow range of purposes within a
stated or implied time horizon.

The idea of Roles Bumps in the role development process…

Expected Perceived Enacted

Sent role
role role role
Role ambiguity Role conflict
• When the sent role is • Interrole conflict
unclear.
◎Role structure is the set of defined roles and interrelationship • Intrarole conflict
among those roles that the group members define and accept. Role overload • Intrasender conflict
• When expectations for the
• Person-role conflict
◎Task specialist role: the part we do to get the group’s task
accomplished
role exceed the person’s
capabilities.
◎Socioemotional role: the part which we provide social and
Stages of Group Development emotional support to others in the group
Tuckman’s Team Development Model by Slidesalad.com/2019
 Consequences of Cohesiveness
Factors related to group cohesiveness Types of conflict
The degree to which members are attracted to each other Conflict is a disagreement among two or more
and are motivated to stay in the group. individuals, groups or organizations.
Good
Trust The nature of conflict can be:
Time collaboration
Purpose • Short-term versus Long term
spent Group
of the • Work related or personal (task vs relationship)
together size
group Cohesive-
ness

External Group Group Effective at

threat reward Support
Status achieving goals
… Conflicts that are relevant in organizations:
… interpersonal, intergroup, interorganisaitonal conflicts

Managing conflicts in organizations

Is organizational conflict bad? What is organization change?
• Increase competition
A moderate level of conflict Stimulating • Introduce outsider Organization change is any substantive modification
among group or organization • Change procedures to some part of the organization.
members can spark
• Expand resource base
• Enhance coordination technique
What is innovation?
Motivation Controlling • Set superordinate goals
• Consider the matching between A more specialized kind of change, it involves a new idea being applied
Creativity and innovation employees
to initiating or improving a product, process, or services.
Initiative • Avoidance
Resolving • Convince to compromise
Raise performance • Confront and negotiate
Why are they important to an organization?

Forces for change Forces for change Types of changes

Task related: Organizat
General environment: Structure and Planned change
ion
design
strategy • It is designed and implemented in an orderly
Competitors and timely fashion in the anticipation of future
International
events.

Political Consumers Technology Reactive change

Internal forces Business
Areas of change and
 can result from process • A piecemeal response to circumstances as they
operations
Technological Suppliers develop
reflections of Employe
Nature of external forces. es
Economic the attitudes Its important for the
Regulators organizations to cultivate
workforc and a mindset of “change”,
People
Sociocultural e preferenc anticipate forces urging
e change and plan ahead to
External forces … … deal with them
 The change process Identifying the barriers Strategies to tackle resistance

◉ Lack of resources Education,

Participation communication and Force-field analysis
◉ Failure to recognize the need or the opportunities
facilitation
Understanding and
Decision process awareness Evaluate Forces that
Resistance to change act for and against
the change
Perspective taking
Planning and
implementation Open communication
Threatened Different Feeling of
Uncertainty channel
self-interests perceptions Loss Select the right Tip the balance
people ...

Facilitating innovation
Intrapreneurship What do you think communication is? Encoding
Transmission
Decoding
through channels
◉ Innovative organizations:
Communication is the process of
transmitting information from one person to another.
○ The reward system
Inventor Meaning Meaning
○ Organization culture
How do we know whether the process is effective or not?
■ Value training and
development Decoding Transmission Encoding
■ Encourage experimentation through channels
while offering job security Product
■ Reward both successes and Sponsor
champion
failures.

The communication process

Forms of communication in organization -2 Types of communication networks

Forms of communication in organization -1
Choosing the right form…

Picture source: https://digiaide.com/effective-communication/

 Barriers to effective communications
Other types of communication Overcoming communication barriers: Active listening
l Semantic problems
Communication in an organization can transcend formal channels l Inconsistent signals
Outline of
l Selective perception today’s lecture
The grapevine Managing by
l Credibility issues
wandering around
l Power difference
◉ An informal
communication network ◉ Keep in touch with l Reluctance to communicate
among people in an the “reality” by
organization
l Noise
wandering around
◉ Not all gossips are and talking with l Inadequate listening skills
malicious people at different
l Information overload
◉ It can be very useful if levels
leveraged well l Preconception
l Language and cultural difference …
Picture source: Center for Creative Leadership

Overcoming communication barriers: Emotional intelligence

Outline of
today’s lecture

Picture source: https://es.venngage.com/templates/mind-maps/dark-emotional-intelligence-mind-map-62a9563e-6b9b-4c5c-9ff3-eac57073c288