Organization Theory - Assignment Example

Management al Affiliation) Chapter One Organization theory refers to the study of organizational designs, structure and how an organization relates to the external environment. This also looks at the behavior of managers and supervisors within the organization and gives ways that organizations adapt to change. Organization theory closely relates to organizational behavior which looks at how people act and think in an organization. It is the study of employees and their behavior in the work environment. It is clear that this book looks at the organization behavior by looking at human behavior in public and not for profits organizations, schools and healthcare institutions. This is also evident as the book looks at how the public servants interact with each other in the organization and outside the organization (Denhardt, 2013). “This book is about human behavior in public and non profit organizations, schools, and healthcare organizations. Its purpose is to provide information and perspective that enhance our understanding of our own behavior and our ability to influence the behavior of others” .pg 1 The goal in this book is to look at factors which affect behavior of workers in any public organization. It also looks at how these factors affect practices in these administrations. This book also tries to examine modern-day approaches to management and leadership. Its goal is also to increase an understanding of the main behavioral principles which base the personal, interpersonal and public leadership skills. It tries to develop an appreciation on the importance of analyzing management issues at the point of an individual’s behavior and how this can influence action and analysis at the organizational level. “…To develop an appreciation of the value of analyzing management problems from the standpoint of individual behavior and how that perspective can augment action and analysis at the organizational level”. pg2 Finally, the book aims at fostering skills in critical management and leadership skills. The book specializes at examining the organizational behavior. “In the book, we examine the organizational behavior as a field of study”. pg2 Chapter Two Cognitive knowledge is the mental process of knowing that includes awareness, judgment and perception reasoning (Denhardt, 2013). Cognitive knowledge of basic techniques is the first level of development skill in any area. However, this works well in combination of behavioral skills as people need these skills to enable them accomplish the technical moves. “The first level of skill development in any discipline involves cognitive knowledge or an intellectual understanding of the basic technical skills that the discipline requires… But cognitive understanding alone is not enough. People also must develop the behavioral skills needed to accomplish these technical moves on every occasion”. pg23 Cognitive and behavior relate to one another where people need to develop behavioral skills that will help in the accomplishment of tasks. Looking at the public and the not for profit sectors, managers need both knowledge to effectively manage people. They also need a certain level of morality and psycho-logical so as to be able to act with integrity and consistency. Chapter Three There are tools which an organization can use to enhance creativity. Matrix Analysis is a two dimensional idea box that helps to explore new or alternative ideas. Steps for generating an idea box is to identify the objective, then identify parameters, list variation and finally trying different combinations. This tool gives a structure that helps in combining and re-combining ideas. Synectics is techniques developed by Gordon in 1961 where problems are solved by looking at terms that are familiar to an individual. This is also where the purpose is to make the problem which is familiar, strange by means of distortion, inverting and transposing. This technique uses four types of mephors in the process “Synectics uses four types of metaphors in this process: ( 1) the personal analogy, ( 2) the direct analogy, ( 3) the symbolic analogy, and ( 4) the fantasy analogy”. pg78 When using a personal analog, an individual imagine themselves as the problem. Individuals put themselves in the shoes of the problem. The direct analogue has resemblance the issue in terms of facts. The symbolic analogy uses images to represent the problem. Finally, the fantansy analogy looks at the best possible outcome. Mind mapping deals with helps people visualize about the issues and problems, and tries to help guide people through a mental explanation. To be able to define problem, vision and a situation, this technique uses pictures and images. This can also be used to help in triggering memory, communicating ideas and when creating a way of solving problems. “Mind mapping can be a highly useful tool for organizing information, generating and communicating ideas, and creating a framework for solving problems”.81 Design thinking technique includes graphic and industrial designers’ Looking at the techniques, the one that I would mostly use is the Synectics techniques. This is because this helps managers increase the number of ways that they look at problems. As they can put themselves in the shoes of those who face the problem, this helps in making better decisions. This technique will help in understanding the best way to train people on job by looking at changes that employees may go through. Application Exercise Question One Ramon Smith is city manager of a midsize town in Louisiana. The city that he is managing has run its own cafeteria for many years. The staff has been with the city for 20 to 30 years and is in their forties and fifties. The city’s evaluation unit, at Ramon’s request, has conducted a study showing that great saving would be available to the city by privatizing the cafeteria services. Ramon knows the staff well, and their level of skill would make it very difficult for them to attain jobs in the same industry with the pay and benefits that the city currently pays them. Employing Kohlberg’s model of moral development, answer the questions: Using the Kohlberg’s model of moral development these questions look at: 1. What decisions would a city manager at the preconvention level is expected to make? Kohlberg’s model of morality development looks at the reasoning the one uses when reaching a valuable decision. In the case study, Ramon Smith has to make a decision of whether to privatize his cafeteria; this will have an effect on his long term employees. Decisions expected to be made by a manager at a preconvention level are, privatizing the company so as to make savings and cutting down on expenses by reducing the number of employees. This is because at this level, moral reasoning and instrumental value are usually in relation to personal needs and on the results of the acts. This stage looks at what is beneficial to a person without looking at its impact to others. “At the preconvention level, moral reasoning and instrumental values are based on personal needs or wants and on the consequences of these acts. “pg 28 2. What reaction would you expect of employees at the preconvention level? At the preconvention level, it is expected that employees will object to the decisions made as at this level, a manager looks at what is not beneficial to the company without considering what is beneficial to the employees. For example, in the case study, if Ramon Smith follows the advice of privatizing the cafeteria, employees will object the decision. This is because they will lose their jobs (Denhardt, 2013). 3. What decisions would a city manager at the conventional level be expected to make? At the conventional level, a city manager is expected to make decisions that meets what is expected from other people and which abide to the conventional rules and laws of the society. This is where managers try to conform to the standards of the society and they value the respect that they get from others. 4. What reaction would you expect of employees at the conventional level? At this stage if the manager decides to lay off employees, they will lose the respect that they have for him for not considering their expectations. This is because they will expect the manager that makes decisions that benefits them and which is seen to be ethical by the society. 5. What decisions would a city manager at the post conventional level be expected to make? At the post conventional level, decisions that am expected to make as a city manager will be on the basis of my individual principles. At this stage, reactions as a city manager will be based on what is right and wrong at individual level. For me what is right is to keep the employees as they have been very loyal to the company. This is also because it would be wrong to lay them off knowing that they may not get work in another company. 6. What reaction would you expect of employees at the post conventional level? The final stage called the post conventional level where determination of right and wrongs is by looking at the internalized principles of an individual. Employees’ reaction here will be positive as the city manager will have to consider their wealth fare if he decides not to lay them off. 7. What reaction will you make as the city manager? At the post convention level, the reaction expected from me as a city manager will be on the basis of my internalized principle. In this case I would look at the fact that I have been working with the same employees for years, they are loyal and if they lose their jobs, they will not get another easily. For this reasons, reactions will be on the basis on what will be right for me, which is to keep the employees. 8. How will you explain your decision to the city council? Decisions to the city council will not be explained on the basis of what is of benefit to the business in terms of savings but on what is right or wrong. This move to privatization will lead to loss of jobs for loyal employees which are wrong. Also this may lead to objections from employees that may result to negative effects in terms of the image of the business and the operations. Question two Complete Reddin’s Personal Values Inventory (Appendix 2.A) and report on your preferred value? What does that say about your possible management style? At 84 points, the highest single factors with the highest point is factor F which indicates a manager who is interested in money and power and rewards for achievements. This is leaned toward a persuasive management style which is positive to subordinates as they get rewarded for their good performance. However, this may have negative effects as they are not involved in decision making since this management style involves managers making all decisions. Question three On completion of FIRO inventory in Appendix 2.B, the below is the report on scores for expressed inclusion, wanted inclusion, expressed control, wanted control, expressed affection and wanted affection, and what the scores say about on possible management style Scores for expressed inclusion is 5 for wanted inclusion is 5, scores for expresses control is 7, wanted control is 6 and for expressed affection is 4, and wanted affection is 7. The scores are close meaning that the management style is consistent. The total score comes up to 34 meaning that the management style does not need much interaction and thus making this an Autocratic management style. This has a negative outcome to subordinates and they are not involved in decision making, the do not enjoy that privilege as the manager makes all the decisions. On the positive side, there is consistency which helps work move smoothly due to lack of confusion brought in from many decisions makers. Question four Complete the Locus of Control questionnaire (Appendix 2.C) and report your score as determined on p. 53. What does your score indicate about your possible management style? The score on locus of control is 1 this score is very low meaning that the management style has a higher internal locus of control. This shows the autocratic management style where all decisions are made by one person. This has a negative outcome to subordinates and they are not involved in decision making, as the manager makes all the decisions. On the positive side, there is consistency in decision making which helps work move smoothly. This is because I will make decisions internally. Question Five Complete the Career Orientation Inventory (Appendix 2.D) and report your average scores for TF, GM, AU, SE, EC, SV, CH, LS – see p. 57 and pp. 32-33. What do these scores say about your possible management style? Career orientation inventory looks at subordinates’ career to enable the organization plan for an appropriate career move. The score is average meaning that the items are partially true. LS SV GM AU SE EC TF CH LS 4 5 4 4.2 4.8 5.2 5 5.2 4 These average score indicates a possible democratic management style as there is balance in each competent. This brings positive aspects to employees as they are able to participate in decision making. On the negative side, work may slow down or accumulate due to slow decision making processes as a result of involvement of many people. Question Six Complete the Emotional Intelligence battery (Appendix 2.E). What do these scores say about your possible management style? From the appendix, the possible management style is of high emotional intelligence due to high score in the first two behaviors based on the high agreement. This also shows that I have high self control under attack due to strong agreement in question 3 to 5. Finally, the last two score show low ability to deal with situations and anger as suggested. This shows a possible democratic management style. This score has positive outcomes to employees where they will be able to take part in decision making as there are consultations between me and staff. This also brings some positive to me and the organization especially when making complex decisions. This is because the involvement of a variety of skills ensures better decisions are made. A negative outcome which may be prevented is that employees may take advantage of this management style by relaxing and thus not meeting their targets. Question Seven Look at the “Involving the Community” text on p. 88. Now, apply that idea to your own town or city. For your own town or city, create your own six word story. Describe how you came to your six word story and why it is meaningful for your town/city. The story is: “Conserve out culture and attract tourists” This story comes from the fact that my town, Murray, KY is rich in its culture which can be seen from the museums and galleries which are especially located in the larger towns. These museums show the social, economic and cultural development of people. This story can be used to promote tourism and conserve the culture which is meaningful for the town as it improves the economy. Bibliography Denhardt, et. al. (2013). Managing Human Behavuor in Public and Non-profit Organizations. SAGE Publication Inc. Read More