Introduction to Organizations and Macro Organization Theories: CH 6. Human Behavior and Organizational Environment Flashcards
What is organization
-Structure, hierarchy, channels
of communication, a working environment in which there are proper designated CHAINS OF COMMAND
Organizational culture
shared norms,
beliefs, values, symbols, and rituals” that
guide the social behavior
Positive Climate
-Openness and camaraderie
- Democratic decision making
- Shared sense of mission
Negative atmosphere
-Climate of competition and jealousy among workers
- Climate of almost religious loyalty to organizational principles
- Conflict at upper levels
-
Hierarchy built on favoritism
Max Weber on bureaucracy
-EXIST FOR A PURPOSE “MSSION”
-specialized roles
-valuing competence
-pyramid ordering
-He observed their characteristics as having specialized roles or duties; valuing competence; having offices with a hierarchical, pyramid ordering; forming rules to guide actions; taking a detached impersonal approach; using formal written communications; and selecting workers on the basis of specified qualifications who are rewarded by salary, pensions, and seniority
-Specified qualifications of workers
-Detached impersonal approach
- Formal written communication
- Rewards in salary, pensions, seniority
Adopting a Critical Perspective (needs of the client)
-Question all forms of oppression in organization.
- Consider what makes organization sustainable—
treatment of the worker, need for external financial
support
- Draw on our social work imaginations
-MILLS : SOCIOLOGICAL IMAGINATION
-is the capacity to shift from one perspective to another.
Leadership in Organizational Settings
-THE ROLE OF LEASDERSHIP IS THE MOST NEGLETED
-SOCIAL WORKS NEED TO BECOME LEADERSHIPS, IS A NEED
-New developments in leadership theory-focus on
meeting spiritual needs
-In interest of social justice, flexibility of leader to
perform many task
-WELLBEING
-LEADERSHIP: is a process whereby an individual influences a group of individuals to achieve a common goal”
TRADITIONAL LEADERSHIP THEORIES
-Trait Theory
-Positional Theory
-Situational Theory
-Style Theory
TRAIT THEORY
great man or great person; LO TRAES EN LOS GENES
-that leaders have certain personality traits that qualify them for leadership positions.
-It is sometimes referred as the great man or great person theory of leadership
-It is what many of us have been accustomed to think of when we ponder leadership.
-ARE BORN & NOT CREATED
POSITIONAL THEORY
-Leaders are not born, but created by virtue of the positions OF authority they hold or give to them
-CEO, PRESIDENT, CHAIRPERSON,
-ERES LIDER SI TINES UN PUESTO ALTO, POR LA POSICION QUE TE FUE DADA
SITUATIONAL THEORY
-Leadership is a function of the leaders behavior in relationship to the behaviors of the followers
-adaptable and relates to the particular circumstances of the time period. Successful leadership depends on how ready members are to be led and how capable they are of accomplishing specified group tasks
-SI SUS SEGUIDORES O GROUP LO APOYA EL SERA BUEN LIDER..
STYLE THEORY
- Leadership attempts to understand leadership by looking various styles that characterize certain leaders
- In other words, instead of looking at individual traits, Lewin et al. (1938) created a typology of leadership styles that were made up of related traits that seemed to provide a general description of leadership that was simpler and easier to understand.
AUTHORITARIAN LEADER
DEMOCRATIC LEADER
-is very directive and nonparticipatory, takes personal charge of decision- making, is concerned with the instrumental needs of the organization, and demands strict compliance from subordinates.
-DEMOCRATIC: More expressive & it focus on include everyone in decision-making
LEADERSHIP STYLES: THEORY X: PESIMISTAS, AUTORITARIOS & SOLO QUIEREN SER EFICAZES PARA MAXIMIZAR PRODUCCION
assumes people don’t like to work
and need to be coerced, directed and threatened
-PEOPLE WANTS TO AVOID JOB
-BASICALLY, tienes que tener un jefe que te indique como trabajr, que hacer, casi forzarte
LEADERSHIP STYLES: THEORY Y: OPTIMISTAS, FLEXIBLES Y ESTRATEGAS. IMPORTA MAS HUMAN RELATIOSHIP QUE LAS BUROCRATICAS
-assumes people want responsibility
and are willing to learn Democratic Leadership –
based on a paradigm of mutuality and
interrelationship
-BASICAALY: sI QUIEREN TRABAJAR, QUIEREN APRENDER Y EXPIMENTAR CAMBIOS
LEADERSHIP STYLE: THEORY Z: FOCUS IN BOTH LEADERSHIP & MANAGMENT; HOLISTIC CONCERN FOR EMPLOYEES
-Focus on how to apply humanistic & collectivist management -
-philosophies such as used in JAPAN
-COMMIMNETEN TO LONG-TERM EMPLOYESS
-CONSENSUAL DECSION MAKING
-
DEMOCRATIC LEADERSHIP
Atmosphere of empowerment
Determines how the members will go about the process
of thinking and deciding, not what the member will
think or decide
THOM HARTMANN “THE CORPORTAION”—threats to U.S. democracy
-GIVES CORPORATION POWER OVER GOVERNMNET POLICIES.
-Influence of military industrial complex
-Lobbyists influence
- Trillion dollar war budge
-AGENDA FOR NEW ECONOMY: is threatened by the dominance of economic theories that serve the narrow interests of a few at the expense of the many.
JOHN MCAIN
Campaign Finance Reform, pero no paso porque la SUPREME COURT dijo que ciudadanos tiene derecho a FREEDOM OF SPEECH
-Corporations finances y gastan millones en apoyar a los candidato para puestos politicos
The Hawthorne effect (MAYO & FRITZ)
-Western Electric Company,
-found organizations function best when MANAGER PAY POSITIVE
attention to workers and honor the interests of
the informal networks
HUMAN RELATIONS MODEL
- A reaction against scientific management, STRESS on human relations in work
- A reaction to the rationality, the machine-like character & the ALINATION & DISEMPOWERMENT asssocied with scientific management & BUROCRATIC THEORY
GENERAL SYSTEM MODELS: Are in constant movemnet; a living system; two organization can’t be alike
-1960s and ‘70’s– new technologies and growth
-General systems theories used to construct models and conduct
research on complex organizations and it’s interaction with the
environment.
-Contingency School – organizations are in constant movement and
contingent on a number of factors such as structure, leadership.
-No best way to run an organization.
-9 Characteristics of contingent systems:
-
importation of energy: Organizations must bring in energy from the external environment in the form of material and human resources.
*** throughput **(producing products) - **output: **Send products
* systems as cycles of events: The pattern of energy exchange that results in output is cyclical. An organization takes in raw materials - Negative entropy: uses to stave off energy loss and decay is also known as entropy.
- information input**:Organizations develop selective coding processes to filter out unnecessary or extraneous information that may not be useful to the organization.
-
steady state and homeostasis,Organizations strive for a kind of flexible balance whereby they take in energy and information, use it, then export it back to the environment for other needed resources.
differentiation: The tendency of the organization to develop greater complexity and specialization of function.
equifinality: The possibility of a system to attain its goals through a variety of different processes or paths.
Non-Hierarchical or Consensual Models
-Control rests with the members-employee-owners.
- Primary goal to prevent or minimize alienation of
workers by the larger, complex, hierarchical
organization
NON_HIERARCHICAL CHARACTERISTICS
-decisions made after discussion by members
- minimal rules
- personal rather than formal relationships among members
- leadership based on election, with rotations of leadership
- non financial reward for leadership roles, and no winners or
losers in decision making
Non-Hierarchal
Organizations–Japan
Japanese organization – value cooperation and collective decision
making
Differences between formal organization in Japan and the U.S
Hiring and advancement
–Lifetime security
-Holistic involvement
- Broad-based training
- Collective decision making
CORPORATION
Corporate influence ties in with government policy.
-2003 Canadian documentary, The Corporation, charts the
development of the corporation as a legal entity.
- The corporate media–advertisers exert pressure on
media coverage of the news and criticisms of products.
- Boycott of The Los Angeles Times by General Motors.
- Media molds public opinion
CORPORATION CONT,
The corporate work model- downsizing, outsourcing,
wage flexibility, cost-efficiency, accountability,
productivity
Robert Greenwald’s documentary Wal-Mart: The High
Cost of Low Price.
“FIRED UP”
Employs 1.4 million people
-Rallies by workers cheer the company
- High pressured work
-NEED TO ENGAGE IN CULTS, LIKE RITUALS & RITES
The McDonaldization of Society, by RITZER : BRAIN WORK
Maquinas que hace el trabajo y hacen todo el BRAIN WORK
-DOMINANTES
-Offers the consumer: EFFICENCY, PREDICTABILITY & FOOD FOR LITTLE MONEY
-how standardization of the product and interchangeability of
workers is the modern way.
-Interchangeable workers
-homogenization of product
-standardized work routines
-Technologies that take car of THE BRAIN WORK”
Classic View of Alienation:
-Contribute to stress, & tension
Alienation is defined in various ways: as powerlessness,
meaninglessness, normlessness, isolation and self
estrangement.
- Marx said alienation changes a society as the society
industrializes; working class, Industrial Wage Workers, SELDOM OWN
-Durkhem believed it was the result of isolation in a
disintegrating society. ANOMIE (NORMLESSNESS)
-WEBER: Related to work, arising with burocratic & rationalization
- Material sources—workers seldom own their own tools
or control working conditions
- Creation of new markets—the nature of capitalism
WHY ORGANIZATIONS ARE IMPORTANT
-Attention is paid to staff development and education.
- Must look beyond the status quo to alternative models.
-Change efforts start with data gathering, supporters and
presentation of a proposal for change at a staff meeting.
-Strengths-based assessment of the agency
-Advice for change agents: introduce ideas one at a time, be
flexible, open to suggestions and do not invest too much power
in one individual
-Social worker might feel alienated when goals of organization
conflict with social work values; clients do not come first;
pressures external to the agency hinder creativity.
GOFFMAN’S
*ASYLUMS 1961(Nursery homes): TOTAL INSTITUTION AS A PLACE IN WHICH ALL ACTIVITIES, EATING OR SLEEPING OCCURS IN THE SAME PLACE
-The presentation of Self in Everyday LIfe: ROLE playing
Front & Back Stage
-What is going behind scene
-Shows how human behavior is controlled by institutions, like prisions, military, mental institutions.. to serve social control functions
SOCIOLOGICAL IMAGINATION
C.WRIGHT MILLS (PIC CEL)
-The Capacity to SHIFT from one Perspective to another (from political to the psychological)
THE LAISSEZ-FAIRE LEADER
-OPPOSITTE OF AUTHORITARIAN
-very nondirective and permissive and to allow subordinates to function more or less independently.
-Although staff members may appreciate the freedom this style of leadership provides, they also may be very uncomfortable with the perceived failure of the leader to “take charge” during protracted and/ or thorny organizational problems.
