Fluent Essays

see attached Unit VIII Essay Instructions For the Unit VIII Essay, you are an external industrial-organizational (I-O) psychologist hired by a manufacturing company to implement the team concept with all production employees (800 employees) and managers (100 managers). Company ABC wants you to create a program that addresses the criteria below. · Create an organizational structure for the 800 employees and 100 managers that utilize teams. How will the 800 employees be implemented into teams? How many teams will each manager be responsible for? · Identify the types of teams selected and qualities utilized for team members. · Create a training program that you will train the employees and managers on (any topic you believe is valuable for them). · How will you ensure that the participants are able to understand and apply the training knowledge in the workplace? · How will you assess the effectiveness of your training program after it has been completed? · How will you evaluate the effectiveness of the team concept after implementation? Your paper should be a minimum of three pages in length. Use your textbook and at least one outside resource to support your essay. All sources, including the textbook, must be cited and referenced according to APA Style. 1 Work in the 21st Century Chapter 14 Organizational Theory, Dynamics, and Change 2 Module 14.1: Conceptual & Theoretical Foundations of Organizations • Organization • Group of people who have common goals & who follow a set of operating procedures to develop products & services • Organization needs strategic planning • Buying from & selling to the unorganized 3 Sopranos as an “Organization” • Organizations are a way of life – in virtually all sectors of life. 4 Organization as Integration • Successful organizations are able to integrate many different organizing forces – e.g., HR, finance, marketing, production 5 Classic Organizational Theory • Emphasized architecture of organization rather than processes of operation • Bureaucracy as the ideal form • Methods of describing an organization: – Division of labor – Delegation of authority – Structure – Span of control 6 Figure 14.1: Organizational Charts for Large & Small Span of Control 7 Classic Organizational Theory (cont’d) • Constrained in 2 ways – Assumed there was one best configuration for an organization – Assumed that organizations affected behavior of their members but not the other way around 8 Human Relations Theory • Added human element to study of organizations • McGregor’s Theory X & Theory Y – Theory X: Managers believe subordinate behavior has to be controlled – Theory Y: Managers believe subordinates are active & responsible 9 Human Relations Theory (cont’d) • Growth perspective of Argyris – Suggested there is natural developmental sequence in humans that can either be enhanced or stunted by organization – Proposed growth is a natural & healthy experience for an individual 10 Contingency Theories • Woodward described 3 org. types: • Small batch organization • Large batch & mass production organization • Continuous process organization – Span of control varies systematically by type of organization – Introduced concept of technology 11 Contingency Theories (cont’d) • Lawrence & Lorsch – Mechanistic organizations • Depend on formal rules & regulations • Small span of control – Organic organizations • Less formal procedures • Large span of control – Identified the department as an important level for understanding organizations Contingency Theories (cont’d) • Mintzberg – 6 basic forms of coordination: 1. Mutual adjustments based in informal communication 2. Direct supervision 3. Standardization of work processes 4. Standardization of KSAOs necessary for production 5. Standardization of outputs 6. Standardization of norms 12 13 Contingency Theories (cont’d) • Tavistock Institute’s Sociotechnical approach – Uncovered # of dramatic changes in social patterns of work that accompany technological change – Includes joint consideration of technology & social patterns 14 Figure 14.2: Systems View of an Organization 15 Figure 14.3: Systems Theory 16 Recent Approaches • Resource theory: Pfeffer – Organization must be viewed in context of connections to other organizations – Key to organizational survival is ability to acquire & maintain resources 17 Conclusions About Theories of Organization • Motivation metaphors can be applied to organizational theories • Discrepancy b/w many org. theories & current organizational interventions – Six Sigma, TQM, MBO, & lean production 18 Module 14.2: Some Social Dynamics of Organizations • Climate & culture – Brief history of climate • Lewin’s autocratic vs. democratic climate • Recent suggestion that multiple climates exist within any organization – Service climate – Safety climate Table 14.1: Some Typical Questions about Organizational Climate 19 20 Culture • Term culture introduced to address issues of value & meaning of actions in org’s not encompassed in climate • Measuring culture in organizations • Organizational Culture Inventory (OCI) • Effects of culture “clash” 21 Climate & Culture • Integration of concepts – Climate is about context in which actions occur • Created at lower levels of organization – Culture is about meaning intended by & inferred from those actions • Created & communicated from higher levels of organization 22 Organizational Climate & Culture From the Multicultural Perspective • When cultures clash – Models under which multinational corporations operate • Ethnocentrism • Polycentrism • Regiocentrism • Geocentrism – Important for multinational corporations to acknowledge existence of different cultures P h o to L in k /G e tt y I m a g e s 23 Socialization & Concept of Person-Organization (P-O) Fit • Organizational socialization – Process by which new employee becomes aware of values & organizational procedures – Recruitment as socialization • Compelling research findings 24 Organizational Socialization (cont’d) • Socialization & P-O fit models – Extent to which skills, abilities, & interests of individual are compatible with job demands (person- job fit) – Broadened to include fit between person & organization (P-O fit) – Work adjustment model 25 Three Stages of Socialization Figure 14.4 The Three Stages of Socialization Organizational socialization generally follows the three stages summarized here; anticipatory socialization, which involves getting in; the encounter stage, which in involves breaking in; and the metamorphosis stage, which involves settling in. SOURCE: Greenberg (2002). 26 Schneider’s attraction-selection- attrition (ASA) model – Organizations attempt to attract and select particular types of people – Attrition occurs through direct or indirect actions 27 Figure 14.5: ASA Model: Simplified Version 28 Module 14.3: Organizational Development & Change • Organizational change – Lewin’s 3-stage process 1. Unfreezing: Become aware of values & beliefs 2. Changing: Adopt new values, beliefs, & attitudes 3. Refreezing: Stabilization of new attitudes & values 29 Episodic Change • Infrequent, discontinuous, & intentional • Embraced because it is focused, time urgent, & minimizes feelings of uncertainty • Often self-propagating • Can be stressful & disruptive for employees • Most commonly managed 30 Continuous Change • Ongoing, evolving, & cumulative • More likely to be improvised rather than intentional • Lewin’s model needs to be reworked in this environment Freeze Rebalance Unfreeze 31 Resistance to Change • Barriers to change include: • Economic fear • Fear of unknown • Fear of altered social relationships • Structural inertia • Work group inertia • Threats to power balance • Prior unsuccessful change efforts 32 Large-Scale Organizational Change Initiatives • Total quality management (TQM) – Emphasizes team-based behavior directed toward improving quality & meeting customer demands • Six Sigma systems – Provide training in statistical analysis, project management, & problem-solving methods to reduce defect rate of products 33 Large-Scale Organizational Change Initiatives (cont’d) • Lean production manufacturing – Focuses on reducing waste in every form – Just-in-time (JIT) production • Detailed tracking of materials & production • Draws both suppliers & customers into organizational circle – Often requires radical redesign of HRM systems to be successful John A. Rizzo/Getty Images 34 Emerging Commonalities Among Organizational Interventions 1. They are strategic 2. They are team centered 3. They are statistical 4. They are participatory 5. They are quality-focused 1 Work in the 21st Century Chapter 13 Teams in Organizations 2 Module 13.1: Types of Teams • Reasons for increased use of teams: – Work can be performed concurrently rather than sequentially – Innovation & creativity promoted – Enable quick, effective development/delivery of products & services – Organizations learn & retain learning more effectively 3 Groups & Teams: Definitions • Groups include members who may work together or may just share some resources • Teams include members whose tasks are interdependent; Work towards a common goal & share responsibility for outcomes • Groups & Teams have too much in common for any grand distinctions 4 Types of Teams • Quality circles – Typically involve 6-12 employees who meet regularly to identify problems/generate ideas – Positive outcomes in short term but gains not sustained over time (honeymoon effect) – They remain popular in Japan, but less so in United States 5 Types of Teams (cont’d) • Project teams – Created to solve particular problem – Disbanded after problem solved or project completed – Raise some organizational challenges – multiple reporting relationships. 6 Types of Teams (cont’d) • Production teams – Consist of front-line employees who produce a tangible output – Autonomous work group: Type of production team with control over a variety of functions • Research findings unclear, more research is necessary 7 Virtual Teams • Composed of widely dispersed members working together toward a common goal; linked through technology • Pose several advantages to organizations • Trust is a critical concern; Increase via: – Virtual-collaboration, virtual-socialization, and virtual-communication behaviors 8 A Specialized Team: Airline Cockpit Crew • Benefit from an organizational context that provides: – Challenging objectives – Prior training and education – A consistent information system 9 A Specialized Team: Airline Cockpit Crew • Airline cockpit crews have very real teamwork requirements, particularly in an emergency • A spectacular example was the Hudson River landing of US Airways flight 1549 in January 2009 • The pilot, Captain Chesley “Sully” Sullenberger, has a master’s degree in I-O psychology and was professionally involved in crew resource management research and training. 10 Module 13.2: A Model of Team Effectiveness • Input-Process-Output Model – Enables understanding of how teams perform & how to maximize performance Figure 13.1 The Input-Process-Output Model of Team Effectiveness Source: Adapted from Gladstein (1984) 11 Team Inputs • Organizational context – Provide necessary resources • Team task – Task to be performed • Team composition – Attributes of team members – Shared mental models • Team diversity – Demographic & psychological diversity 12 Team Outputs • Team performance – Often reflected in objective measures • Team innovation • Team member well-being Shared Mental Model • Organized way for team members to think about the way a team will work. • Helps team members understand and predict the behaviors of their team members. 13 Team Diversity • Demographic diversity – Differences in observable attributes or demographic characteristics such as age, gender, and ethnicity • Psychological diversity – Differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values; may also include functional, occupational, and educational backgrounds 14 15 Team Processes • Norms – Informal rules of a team • Communication & coordination – Social loafing • Cohesion – Degree of desire to remain in team • Decision making – Groupthink 16 Groupthink Processes in Action? 17 Module 13.3: Special Issues in Teams • Team appraisal & feedback – Should provide team with information needed to identify team problems & further develop team capabilities – Extent to which team behaviors & outputs can be measured must be considered – ProMES 18 Team-role theory (Belbin, 1993) – Effective teams contain a combination of individuals capable of working in 9 team roles – Used predominantly in Europe & Australia • Plant • Resource investigator • Coordinator • Shaper • Monitor evaluator • Team-Worker • Implementer • Completer • Specialist 19 Team Development • Changes occur in teams as they develop over time • 5 stages of development 1. Orientation (forming) 2. Conflict (storming) 3. Structure (norming) 4. Work (performing) 5. Dissolution (adjourning) PhotoLink/Getty Images 20 Team Training • Involves coordinating performance of individuals who work together to achieve a common goal • 4 Strategies – Cross-training – Team coordination training – Team leader training – Guided Team Self-Correction Training 21 Cultural Issues in Teams • Applying Hofstede’s cultural dimensions – Implications for teams • Individualism vs. collectivism • Long-term vs. short-term orientation • Effect of cultural & national backgrounds of team members 22 Teams and Culture • Team horizon – Cultural dimension that affects whether managers & employees focus on short or long-term goals • Teams tend to be well-received in collectivistic cultures