Organizational Culture and Management

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Organizational Culture and Management
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Organizational Culture

• A system of shared meanings that result in the
  way we do things around here.
• values
• norms
• attitudes
• beliefs
• managerial style

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Philosophical Influences in Management

• The Classical School
• The Human Relations School
• The Human Resources School

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Classical School of Management

• Assumptions
• 1. Work is inherently distasteful to most
  people.
• 2. What workers do is less important than what
  they earn for doing it.
• Policies
• 1. Managers task is to supervise and control.
• 2. Break tasks down into simple, repetitive
  components.
• 3. Establish detailed work routines and
  procedures.

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Human Relations School of Management

• Assumptions
• 1. People want to feel useful and important.
• 2. People desire to belong and be recognized as
  individuals.
• Policies
• 1. Managers task is to make workers feel useful
  and important.
• 2. Keep workers informed and listen to their
  objections to managers plans.
• 3. Allow workers to exercise some self-direction
  and control in routine matters.

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Human Resources School of Management

• Assumptions
• 1. Work is not inherently distasteful. People
  want to contribute to meaningful goals that they
  have helped establish.
• 2. Most people can exercise far more creative,
  responsible, self-direction than their job
  currently allows.
• Policies
• 1. Managers task is to coach and utilize
  untapped human resources.
• 2. Create an environment that allows workers to
  contribute to the limits of their abilities.
• 3. Encourage full participation on important
  matters, continually broadening worker
  self-direction and control.

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McGregors Management Theories

• Theory X assumes people
• truly dislike work
• must be coerced into working
• prefer close supervision
• avoid responsibility
• have little ambition
• value security the most

• Theory Y assumes people
• want to work
• will exercise self-control
• are motivated to achieve goals
• are imaginative and creative
• are boxed in by conventional jobs

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Theory Z - Ouchi

• Combined American and Japanese management
  practices together to form Theory Z, having the
  following characteristics
• long-term employment
• collective decision-making
• individual responsibility
• slow evaluation promotion
• implicit, informal control with explicit,
  formalized measures
• moderately specialized career paths
• holistic concern for the employee, including
  family.

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Maslows Hierarchy of Needs
ACTUALIZATION
ESTEEM
SOCIAL
SAFETY
PHYSICAL
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Herzbergs Two Factor Theory

• Hygiene Factors
• salary
• company policy
• physical facilities
• administration
• working conditions

• Motivators
• challenge
• autonomy
• advancement
• recognition