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Organizational behaviour lecture
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1
People and Organizations
Professor
Yiannis Gabriel
University of Bath
Week 1
Introduction on learning
about management and
organizations
The aim of this session is to:
Develop the insights of Semester 1 by focusing more on People
Sensitise you to the many different types of learning that exist;
Make you appreciate of different learning strategies required by different subjects and courses;
Alert you to some obstacles to learning and help you deal with them;
Focus on organizing and examine what it means to organize and how we learn to organize
Consider how organization is related to organizing, what it means to manage and how we may learn to manage
2
The degree a learning adventure
An individual adventure
A group adventure why?
Learning different things
Driving a car
French
Tennis
Accounting
Organizational Theory
About the University of
Bath
to be a manager
Different types of learning learning what and
learning how
Active and passive learning
Jugs mugs
Carrot stick
The use of metaphors in learning
The hidden curriculum
Individual learning -- what is the opposite to learned
behaviour? (instinct, drive, wish)
3
The importance of feedback
Learning and doing
Learning from failure
The importance of mistakes
Right and wrong lessons
Obstacles to learning
poor teaching
lack of motivation
lack of relevance
wrong learning style
habit
fear of failure
old learning
relentless action
Kolbs learning cycle
Concrete
experience
Reflecting
Abstract
conceptualizations
Testing
4
"There is nothing so practical as a good theory" (Kurt Lewin)
How true is this statement?
Theory and other forms of knowledge.
Rule of thumb
narrative
story
proverb
recipe
Theory and practice
Organizing and Organization
what does it mean to organize?
Organizing my books
Organizing a family holiday
Organizing others (individual and
social aspects of organizing)
Why do we organize?
What is so important about
organizing?
5
Organizers
Disorganizers
Organization and chaos
(the emotions of organizing)
What is the opposite of organizing
How much disorganization can you stand? Why?
Some aspects of organizing planning,
communicating (sense-making), resourcing,
controlling
Three dimensions of organizing
1. Organizing as entropy-fighting
2. Organizing as meaning-creating process
3. Organizing a social process
The dangers of too much organization
6
Question for thinking and
homework:
What organizing did you have to undertake before joining your course at University of Bath?
Organizations in historical perspective the
emergence of organizations as one of the defining
features of modernity.
Organizations as historical phenomena
What is modernity?
Industrialization
Move from countryside to the cities
Widespread literacy and education
Belief in progress
The power of Science
The rise of organizations
The rise of management
7
Catholic church
Armies
The State
Some older organizations
Impersonality and formality
Long-term and continuity
Goals?
No-nonsense approach
Division of labour
Co-operation and coercion
Some key features of organizations
8
Management
Rarely in human history has any institution emerged as fast as management or had as great an impact as quickly. In less that 150 years, management has transformed the social and economic fabric of the worlds developed countries. It has created a global economy and a new set of rules for countries that would participate in that economy as equals. And it has itself been transformed (Drucker, 1988, p. 65).
Some uses of the word
management The management of the economy
The management of the planet
The management of the African elephant
The management of antibiotic-resistant bacteria
The management of information systems
The management of family relations
The management of anger
9
Management etymology and
meanings
Maneggiare
Mange
Mnage
To control
To treat with
consideration and
respect
To develop potential
So, what to managers to when they
manage?
Early theories
They plan
They co-ordinate
They communicate
They control
They motivate
but Mintzberg (1973) found that:
Managers work in fits and starts
Much of their work is interrupted
They do a lot of fire-fighting
A great deal of their work is talk
Managers are over-worked
hence, they prefer current, specific,
well-defined, non-routine activities
10
So, is management and art or a science?
Science theoretical knowledge,
application, etc.
Art a range of skills that are highly
context specific
Mintzbergs three types of skills
1. Informational (monitor, disseminator,
spokesman)
2. Interpersonal (figurehead, leader, liaison)
3. Decisional (entrepreneur, disturbance
handler, resource allocator, negotiator)
So, what is management?
Do we need a definition?
Practical wisdom
bricolage
11
And what is the role of theories?
Theories as resources rather than routines