Contemporary organisations and their principal environments (1)

The organisation
1. Inputs (environment)
2. Outputs
3. Structure
4. Overall strategy
5. HR strategy/practice
Organisation Theory
1. Positivst/modernist
2. Symbolic interpretivist
3. Postmodernist
Structure
1. Bureaucratic
2. Divisionalisied
3. Matrix
4. Managers attempt to adjust the formal structure to ensure efficiency and performance
5. Mechanistic vs Organic
6. Trend: Tall centralised organisations changing to flatter, decentralised
7. Influences on structure - type of work, technology, culture and management style
Organisation Change
1. Triggers - external/internal
2. Planned Change
  1. Lewin/Schein
    1. Unfreezing; Movement; Refreezing
  2. Force Field Analysis (Lewin)
  3. Bullock & Batten (1985)
    1. Exploration, planning, action, implementation
3. Emergent Change
  1. Best model to use depends on the circumstances
4. Open systems approach to change
  1. Leavitt's Diamond
5. Managing change: Kotter
Organisational Culture
1. Schien
  1. Level 1: Artefacts - visible features e.g. decor. Consist of objects, narratives and activities
  2. Level 2: Values - norms, beliefs
  3. Level 3: Basic assumptions. Guide behaviour without being expressed. Most influential level.
2. Handy (1985): 4 organisational cultures
3. Studies
  1. Peters and Waterman (1992)
Structure <--> culture
Contemporary Organisation Forms
1. Nowadays organisations have to adapt rapidly to change
  1. Change = reorganisation
2. The network organisation (n-form)
3. Virtual organisations
4. Post-bureaucratic: people act on values not rules, responsibility is assigned on competence not hierarchy, and there are open boundaries to people
5. Strategic Alliances
  1. Parternships
  2. Joint Ventures
6. Outsourcing
7. Atkinsons (1984) flexible firm
  1. As structures/forms become more fluid/flexible, so do employment forms
Organisations and people management
1. Every HR practice is influenced by organisation structure, form, and culture.
2. Contingency Theory
3. Scientific Management (Taylor, 1911)
4. Human Relations (Mayo/Hawthorne)
5. Social components - structural issues, rules and systems, co-ordinating mechanisms, and networking
6. Connections between structure, form, culture and HR are multiple and multidimensional

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Contemporary organisations and their principal environments (1)

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	Creado por Ella Harley hace más de 9 años