Sm 1.41.32 99ob9

[object Object],[object Object],[object Object],[object Object],OB 9

Point-counterPoint 11: Politics ,[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall

Point-counterPoint 12: Conflicts ,[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall

Summary and Implication for Managers Ms.Chung

Power & It’s Sources ,[object Object],[object Object],[object Object],Power is a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes. ,[object Object],[object Object],[object Object],Ms.Chung

Power Tactics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ms.Chung

Politics ,[object Object],[object Object],[object Object],Politics is a fact of life in organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ms.Chung

Implications ,[object Object],[object Object],Managers should develop and use expert power base. Ms.Chung

Conflict ,[object Object],Conflict has a positive side as well as a negative side. It is necessary for a group to perform effectively. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ms.Chung

Negotiation and Intergroup Relations ,[object Object],[object Object],[object Object],[object Object],Ms.Chung

Implications ,[object Object],[object Object],Ms.Chung

Answer to Review Questions 11 (Q3) ,[object Object],[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall

Answer to Review Questions 11 (Q7) ,[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall

Answer to Discussion Questions 11 (Q1) ,[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall

Answer to Review Questions 12 (Q3) ,[object Object],[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall

Answer to Review Questions 12 (Q7) ,[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall ,[object Object],[object Object],[object Object]

Answer to Review Questions 12 (Q10) ,[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall

. Organization Structure Dr. Arno Schircks S A V

Chapter Outline ,[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Learning Objectives

Case study Olympic Games Atlanta (Chapter 13, page 477) ,[object Object],[object Object],[object Object],[object Object],[object Object],S. ROBBINS, OB 8th ed., 1998, Prentice Hall S A V Dr. A. Schircks

What is an Organization? ,[object Object],“ A system of consciously coordinated activities or forces of two or more persons.” Kreitner 1998 ,[object Object]

Survival Profit Growth creative efficient effective Mission Statement

What is an organization? (continued) ,[object Object]

Evolution of Organizational Metaphors Closed System : “A self-sufficient entity, closed to the surrounding environment.” (For example, a battery-powered clock.) ===> Weber’s bureaucracy Open system : “Depends on constant interaction with the surrounding environment for survival.” (For example, the human body.) ===> The Biological Metaphor

Scientific Management ‘Taylorism‘ ,[object Object],[object Object],[object Object],[object Object],75 men loading 12.5 t /day/man --> 47.5 t --> 60% wage increase

Bureaucracy Max Weber ,[object Object],[object Object],China, Catholic church, Prussian army

Weber’s Bureaucracy ,[object Object],[object Object],[object Object],[object Object],[object Object]

The Biological Metaphor ,[object Object],[object Object],[object Object],[object Object]

Ex: Organization as open system Organization Inputs Outputs Feedback Productive subsystem Managerial subsystem Adaptive subsystem Maintenance subsystem Supportive subsystem

Ex: Process centered company Business Processes Jobs and structure Management and measurement systems Values and beliefs surface system Beyond reegineering, M. Hammer, 1996

Ex: Process centered company Learning process Redesign process Transition process deep system Beyond reegineering, M. Hammer, 1996

Contingency Approach Behavior of people Systems of management Structure The ‘fit’ between.. ..will depend upon situational variables for each particular organization. There is no one best universal structure!

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