文本讲义教案lecture one

1、People and Organizations P11603Spring Semester 2013-2014Contacting me.Dr Peter LambOffice: AB143ATel: 88180199Office Hours: Tuesday 1pm - 3pmIt is best to email me for an appointment1. Power OFF2. Do not to disturb others if youre late.3. Feel free to leave the classroom. But avoid disturbing others

2、.4. Please let me know immediately if you cannot clearly hear my voice, or if I talk too fast. IntroductionIntroduction module aims, outline and assessmentIntroduction the nature of organizations and the study of management and organizationsAll module materials will be on Moodle.Do you know what Moo

3、dle is? Where it is?Module AimsTo introduce you to the basic ideas and concepts of organisational behaviour. Allow you to develop an understanding of how individuals behave as members of groups and organisations.Lecture scheduleLecture OneIntroduction: The Nature of Management & Organizations (PL)Le

4、cture TwoScientific Management and Human Relations (PL)Lecture ThreePerception, attribution, and attitude formation (PL)Lecture FourPersonality and individual differences (PL)Lecture FiveMotivation (JW)Lecture Six Groups and Teamwork (JW)Lecture Seven Leadership (JW)Lecture EightOrganisational Cultu

5、re (JW)Lecture NinePower, Control and Resistance (JW)Lecture TenRevision (PL)Assessment2 hours closed-book exam(100%)Read the Module Outline for more detailsAssessmentTwo hours: Answer TWO questions from FIVEAnswers will need to blend the concepts from the lectures and textbook with explicit referen

6、ce to the readingsFrom experience, you cannot prepare for this in last minute revision You will need to demonstrate critical thinking and depth and breadth of reading. Teaching Approach on this ModuleWe will use a variety to tools to deliver the module content:LectureVideoGroup Case StudiesSmall Gro

7、up DiscussionsIndividual textbook activitiesOur job is help you to work out what you need to do, but I/we will not do it for you!What are Organizations?Social entities that are:Goal directedLinked to environmentEmploying designed and coordinated activitiesOrganizations influence almost every aspect

8、of our daily lives in a multitude of ways.If we eventually destroy this planet, the cause will not lie with technology or weaponry. We will have destroyed it with ineffective organizations.What do these images infer about management & organizations?Organized WorldsSuch much of our life is shaped and

9、 influenced by organizations.We often have bad experiences with organizations. Why?Those bad experiences could be explained by contextual, individual, group, structural processes and managerial factors, in and beyond the workplace.We have to live with these experiences and sometimes we have to manag

10、e or solve them.What is management?What do managers do?The overall shaping of relationships, understandings and processes within a work organisation to bring about the completion of tasks undertaken in the organisations name in such a way that the organisation continues into the futureT. Watson p. 1

11、67 Organising and Managing Work, 2nd edition, Classic definition of managementPlanningOrganisingCommandingCoordinatingControllingHenry Fayol 1916Three dimensions of management As a function (the what): the overall steering or directing of the organisation (MANAGEMENT)As activities (the how): activit

12、ies carried out to bring about the overall steering of the organisation(MANAGING)As a team of people (the who): the group responsible for steering the organisation and carrying out the activities which make this possible (MANAGERS) Research on what managers dotend to be constantly on the move from o

13、ne brief job to another, switch from one social interaction to anotherspend a lot of their time talking to people (phone, meetings, corridor)reacting to things, people, events rely a great deal on gossip, hearsay and guess-work to keep informedspend little time analysing formal information in the qu

14、iet of their officestend not to get their way by giving commands to subordinatesT. Watson p.172 Organising and Managing Work, 2nd editionWhat is Organisational Behaviour?Theory and practice concerned with the behaviour of individuals and groups in organisational contexts.Why Study OB?Working in an o

15、rganisation requires understanding beyond the technical aspects of the jobStudying OB helps individuals understand the ambiguities inherent in the social worldUnderstanding other people will help individuals understand themselves betterTheoryTheories guide human actionReflecting on theory can help a

16、void uncritical common senseAssessing competing theories to select the one with the greatest practical utility reflects an approach informed by pragmatism Globalization and Cultural DiversityNumber and variety of external international linkagesNumber and variety of external stakeholdersComplexity of

17、 external environmentManaging across different international sitesVariety of procedures and task requirementsCultural diversity within organisationsTodays Performance Imperative petitionachieve ever more with fewer inputs and decreasing resourcesrespond immediately to environmental changeIssuesManag

18、ers managing themselvesManagers supporting othersManagers developing and improving awarenessOrganizational DilemmasOrganizations have to deal with inconsistency between individual needs and the collective needs of the organization.Workers and managers often do not share the same interests and goals.

19、Managers and shareholders often do not share the same interests.Organizations are not only social arrangements designed to produce something, but are also political systems.ActivityYou all want to be managers? Right?What makes a good manager?Start by looking of yourself.A first step in understanding

20、 human behaviour and the successful management of other people is to know and understand yourself, and understand how you see the world, and why you see it in a certain way. Choose the odd one outDiscuss in small groups the reasons for individual choices and justify your own decision.DebriefIf you c

21、hoose figure B, congratulations! Youve picked the right answer. Figure B is the only one that has all straight lines. Give yourself a pat on the back!ButSome of you, however, may have chosen figure C, thinking that C is unique because it is the only one which is asymmetrical. And you are also right!

22、 C is the right answer.ButA case can also be made for figure A: it is the only one with no points of discontinuity. Therefore, A is the right answer.DebriefWhat about D? It is the only one that has both a straight line and a curved line. So, D is the right answer too. And E? Among other things, E is

23、 the only one which looks like a projection of a non-Euclidean triangle into Euclidean space. It is also the right answer.In other words, they are all right depending on your point of view.DebriefWhere do you learn how to think?One important source is your formal schooling. Much of our education sys

24、tem, however, is geared toward teaching people the one right answer.Thus, the right answer approach es deeply ingrained in our thinking. This may be fine for some mathematical problems where there is in fact only one right answer. The difficulty is that most of life doesnt present itself in this way

25、. Life is ambiguous; there are many right answersall depending on what you are looking for. But if you think there is only one right answer, then you will stop looking as soon as you find one.If I had asked you tell me what you see instead of choose the odd one out there would be a likely difference

26、 in your response.The importance of cultural contextsA major criticism of generalised models of management theory or practice is the underlying assumption of national culture. It is important to consider the extent to which different approaches to management and organisational behaviour are influenc

27、ed by, or reflect, different cultural assumptions.The validity of universal theories or principles is questionable.Critical approach to studying organisations and managementSees work practices as situated in wider society.Not immune from issues of gender, ethnicity, class.Work organisation and inter

28、action happens in a context of human conflict, tension and contest.Questions what you take for grantedCritical approach to studying organisations and managementMainstream (or orthodox) textbooks arw typically conservative and pro-managerial.Portrays a positive image of management. BUT fails to appreciate the complexities of managing Management es a technology of controlEfficiency, performance and profit are key concepts