...European Management Journal VoI. 14, No. 6, pp. 596--611, 1996 ~ Pergamon S0263-2 373(96)00056-4 Copyright © 1996 Elsevier Science Ltd Printed in Great Britain. All rights reserved 0263-2373/96 $17.00 + 0.00 Effective Organizational Control'. A Framework, Applications, and Implications ERIC FLAMHOLTZ, Professor of Management, University of California at Los Angeles This article by Eric Flamholtz provides a framework for understanding the nature, role, functioning, design, and effects of organizational control systems. It represents a model of control which can be used to make this process more visible in organizations. It illustrates the practical applications of the model, and suggests its implications for corporate and human resource management as well as for scholars. Copyright © 1996 Elsevier Science Ltd Introduction All organizations (businesses, universities, governments, hospitals) are concerned with channeling human efforts toward attainment of organizational objectives. Regardless of their formal purposes, organizations are composed of people with their own personal interests. Even if these individuals and groups wish to help attain organizational goals, the organization of which they are ,~=r~ must integrate their efforts and direct them toward goals. Thus, organizations must influence or the behavior of people, if they are to fulfil their nd achieve their goals. To help gain control over the behavior of people in formal organizations, most enterprises...
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...Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems. Previous Professional Practice Series volumes include: ...
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...Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems. Previous Professional Practice Series volumes include: Published...
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...VIEW Strategic Human Resource Management Taken from: Strategic Human Resource Management, Second Edition by Charles R. Greer Copyright © 2001, 1995 by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Compilation Copyright © 2003 by Pearson Custom Publishing All rights reserved. This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. ii Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted. This special edition published in cooperation with Pearson Custom Publishing. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Please visit our web site at www.pearsoncustom.com ISBN 0–536–72690–6 BA 996748 PEARSON CUSTOM PUBLISHING 75 Arlington Street, Suite 300 Boston, MA 02116 A Pearson Education Company iii iv Table of Contents SECTION ONE ................................................................. 1 An Investment Perspective and Human Resources .... 2 HUMAN RESOURCE INVESTMENT CONSIDERATIONS ...6 INVESTMENTS IN TRAINING AND DEVELOPMENT ..... 14 INVESTMENT PRACTICES FOR IMPROVED RETENTION ..................
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...UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright © 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. 2 TABLE OF CONTENTS CHAPTER 1 An Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication and Power CHAPTER 6 Groups and Teams in Organizations CHAPTER 7 Leadership CHAPTER 8 Prosocial Behavior, Cooperation Conflict, and Stress CHAPTER 9 Making Decisions in Organizations CHAPTER 10 Culture, Creativity, and Innovation CHAPTER 11 Designing Effective Organizations CHAPTER 12 Managing Organizational Change and Development GLOSSARY 3 CHAPTER 1 AN INTRODUCTION TO ORGANIZATIONAL BEHAVIOR LEARNING OBJECTIVES After reading this chapter you will be able to: • Define organizational behavior. • Trace the historical roots of organizational behavior. • Discuss the emergence of contemporary organizational behavior, including its precursors, the Hawthorne studies, and the human relations movement. • Describe contemporary organizational behavior—its characteristics, concepts, and importance. • Identify and discuss contextual perspectives on organizational behavior. What is an organization? An organization is defined as a collection of people who...
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...Chapter 1 Case1: "Lessons for 'Under Cover' Bosses" This exercise contributes to Learning Objectives: Define organizational behavior and identify the variables associated with its study, Explain the relationship between personality traits and individual behavior, Describe the factors that influence the formation of individual attitudes and values, Discuss the importance of individual moods and emotions in the workplace, Apply the study of perception and attribution to the workplace; Learning Outcomes: Define organizational behavior and identify the variables associated with its study, Describe the factors that influence the formation of individual attitudes and values, Apply the study of perception and attribution to the workplace, Define diversity and describe the effects of diversity in the workforce, Describe the nature of conflict and the negotiation process, Describe best practices for creating and sustaining organizational cultures, and Describe the components of human resource practices; AACSB Learning goals: Communication abilities, Analytic skills, and Reflective thinking skills Executive offices in major corporations are often far removed from the day-to-day work that most employees perform. While top executives might enjoy the perquisites found in the executive suite, and separation from workday concerns can foster a broader perspective on the business, the distance between management and workers can come at a real cost: Top managers often fail to understand the...
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...Organizational Theory Taxonomy Organizational Theory Taxonomy Title and Theorist Name | General Description | Example of Theory | Other Attributes | Agency Theory, Jensen & Meckling, 1972-1976 | The agency theory applies classical economic thinking to problems of organizational control and design (Tosi, 2009). Agency theory offers a useful way of understanding the complex authority relationship between top management and the board of directors. An agency relationship is when one personal “the principal” delegates decision-making authority or control to another “the agent” (Jones, 2010). | In 2005, Time Warner came under attack because top management had made many acquisitions such as AOL that did not led to increased innovation, efficiency, and higher profits which creates an agency problem that the agency theory addresses (Jones, 2010). | Agency theory views a firm as a legal entity that serves as a nexus for a complex set of formal and informal contracts among different individuals. A typical firm consists of the shareholders or the boards of directors are principals, and top managers or CEOs are agents (Jones, 2010). Agency theory dictates that principals will try to bridge the informational asymmetries by installing information systems for monitoring (Shapiro, 2005). | Contingency Theory, Burns & Stalker, 1961 | The contingency theory shows how some organizational designs will adapt to the environment, depending on the nature of the environment. The contingency...
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...The Heart of Change Review Introduction What is organizational change? Organizational change occurs when a company makes a strategic effort to improve the performance of the organization or functions of the organization, such as a group or a practice. The goal of organizational change is to increase the effectiveness of the change effort, while decreasing employee opposition and the cost associated with the change. Change is inevitable in today’s business community if an organization wants to remain competitive and to increase profits. With an increase in globalization and advancements in technology, companies are forced to make changes if they want to stay in business. Unfortunately, most change efforts fail due to resistance and lack of support. Most people are afraid of change, and managers have to be very skilled in getting the employees to commit to implementing the changes. Successful change efforts are based on individuals at the organization responding positively to the transformation. So what can an organization do to bring about successful change? Research suggests that change is more effective when it’s driven from within by the upper management team of the organization. Employees are more than likely to buy into the effort if they feel it’s being supported by the top brass. If the employees get a sense that upper management is not championing the cause, then they will not support it. In addition, the change effort must also tie in with the culture...
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...Decision making Individuals, in and out of an organization, have different attitudes towards many circumstances they face in life. With these attitudes towards an object or situation, whether positive or negative, the individual will have a set behavior for a certain circumstance, thus saying that behavior follows attitudes; which were assumed by researchers in the late 1960’s. But one researcher, Leon Festinger , argued that it is the other way around, that attitudes follow behavior and that people change what they say so it does not contradict what they do. Yet recent research, based on Festinger’s Moderating Variables, show how strong moderating variables tend to strengthen the link and prove that attitudes do in fact predict future behavior. Attitudes and behavior in this sense are intricately related. Managers must understand this complicated relationship in order to measure and determine job satisfaction and its relationship to employees’ job attitudes, involvement and satisfaction in order to optimum productivity. Attitudes are thoughts about a particular object in which then is reflected emotionally through an individual finally realizing a certain behavior. They reflect how we feel about something. Researchers have assumed that attitudes have three components which are; cognition component – the aspect of an attitude that is a description of or belief in the way of an attitude – affect component – is the emotional or...
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...Organizational studies encompass the study of organizations from multiple viewpoints, methods, and levels of analysis. For instance, one textbook[1] divides these multiple viewpoints into three perspectives: modern, symbolic, and postmodern. Another traditional distinction, present especially in American academia, is between the study of "micro" organizational behaviour — which refers to individual and group dynamics in an organizational setting — and "macro" strategic management and organizational theory which studies whole organizations and industries, how they adapt, and the strategies, structures and contingencies that guide them. To this distinction, some scholars have added an interest in "meso" scale structures - power, culture, and the networks of individuals and i.e. ronit units in organizations — and "field" level analysis which study how whole populations of organizations interact. Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seek to control, predict, and explain. There is some controversy over the ethics of controlling workers' behavior, as well as the manner in which workers are treated (see Taylor's scientific management approach compared to the human relations movement of the 1940s). As such, organizational behaviour or OB (and its cousin, Industrial psychology) have at times been accused of being the...
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...ROWE Program at Best Buy Tracey D. Battle Strayer University Leadership & Organizational Behavior BUS 520 Professor Bruce Macdonald December 12, 2011 Abstract Best Buy introduced the ROWE Program to reduce stress and overwork in their employees at their headquarters. The agenda basically allows you to work from anywhere, any hours you choose, as long as the job gets done. The staff at Best Buy’s headquarters generally worked long hours until the ROWE curriculum was introduced. Member of staff burnout and turnover was high. After the ROWE Program’s implementation, productivity has increased and voluntary turnover has decreased. Jody Thompson pioneered the Result-Only Work Environment (ROWE) in the Best Buy Corporation. This action was instrumental in introducing the concept of culture Rx. Culture Rx offered a customized consultancy services as per the needs of the clients with ROWE as its core philosophy. Organizational society depends upon the sharing of core values among the maximum numbers of people in any organization. There was minimum sharing of values among the employee members in the Best Buy managerial culture. The negative environment prevailing in the organizational premises inhibited the bonding among the human resource. There was not much time available for employees to interact with each other. A survey was conducted to know the attitude of staff participating in ROWE. It was found that their “feelings of pressure” and sense of “working hard” had...
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...Improving Organizational Performance Kyle Petty PSY/428 July 27, 2011 Dr. Jerry Punch Improving Organizational Performance The Airdevils is a stunt organization whose quality of performance has plummeted in past two years. The founder, Celsey, has made some assumptions that the performance decline is a reflection of the heavy recruitment throughout the year and the unfamiliarity between the team members. Celsey was confident that the team members of Airdevils would resolve matters with passage of time; however, after two years the problems surfaced, matters have become worse and the time had come to figure out the root cause of the problems. Celsey administered the Job Description Index (JDI) survey to Airdevils employees and the results reflected a very low-level of job satisfaction, especially the stunt performers (Apollo Group Inc, 2005). The organization, through an outside consulting firm progresses through four phases to address and improve employee’s job performance. In phase one the Airdevils hired Dream Teamworks (DT) to assist in identifying the reason for the low job satisfaction in the stunt performers group. After interpreting the JDI survey DT concluded the cause of low job satisfaction among stunt performers was the lack of exciting challenges in their current job profiles. The main driver for this is the rigid organizational structure that has evolved...
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...Effectively Compensation Through Collective Bargaining Devita R. Ewell Compensation can be accurately defined as something, or a sort of payment, that is generally given or received, in return for a service rendered, or for any other reason. There are several different types of compensation, and one example is ‘worker’s compensation’, wherein the government forms a sort of state sponsored insurance for the workers of the state, which would provide benefits to the workers in case the worker suffers from disease, injury, or death. As far as human resources are concerned, compensation refers to the pay structures within any particular organization. Some of the primary issues regarding compensation are: how much is a company to pay a worker, in order to attract him, and then keep him, and then keep him completely motivated so that he does not move over to another company. Must the company offer to pay the employee a salary, or rewards? Must the company pay benefits to its workers, and if so, what must be the amount, and how exactly must it be paid? Can there be a distinct difference regarding the pay scale for high performers, as compared to that of lower performers? Would it be a better idea if the company were to provide stock options and stock bonuses for the employees of the company? It is a good idea for a company to create an excellent and practical compensation plan for their employees. The choices that are available are numerous, like for example...
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...the affects that labor relations have on organizations, as well as, discuss the affects of changes in employees organizational performance. Last, this paper will look at unions of today and answer the question, are they still relevant in the U.S.? Defining Unions and Labor Relations Unions support the best interest of the employees in an organization. Employees pay to join unions as unions can help employees get what they deserve within the organization. According to the textbook, Fundamentals of Human Resource Management, Second Edition (Noe, Hollenbeck, Gerhert, & Wright, 2007), unions are defined as “organizations formed for the purpose of representing their members’ interests and resolving conflicts with employers” (p.459). Labor Relations is the interaction and decision making process between management and unions. According to Fundamentals of Human Resource Management (Noe, et al., 2007), “labor relations is a field that emphasizes skills managers and unions leaders can use to minimize costly conflicts and disagreements” (p.459). Unions use a collective bargaining process to resolve issues that arise between the employees and the management team. Instead of employees arguing with management, getting upset and going on strike, unions will be the voice of the employees and speak for the employees. According to the textbook, to Fundamentals of Human Resource Management (Noe, et al., 2007), “in collective bargaining, a union negotiates on behalf of...
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...GM 591: Leadership and Organizational Behavior Case Study The Forgotten Member Group Development The stage I believe the group is at is the “Storming Stage”. The reason I picked this stage is because from reading the case study it seem as if the team was in conflict with one of the members Mike. In the textbook on page 168 it tells us that the storming stage is where high emotions and tension among the group members happens. Also, this is the stage members’ different attitude starts to develop on the team and from the case study reading you could see that Mike was the trouble maker and could not or would not make any of the meetings. Understanding the stages of group development would have assisted Christine in many ways such as she would have been able to talk with Mike before the problem escalated to the team as a whole. For example in the case study it stated that Mike would send Christine his brief notes for her to discuss at group meetings. Christine should have told Mike he needs to be at the meeting because that what was expected of him as team member and that she would not read any notes. To me this would have made Mike feel he had to show up so he does not let the team down. Also, she would have been organized by knowing the stages and she would keep the team moving in the right direction. For example in the first meeting Christine would have known to let everyone know what was expected of them and stop the actions of...
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