3312191
Descrição
Mapa Mental por Ella Harley, atualizado more than 1 year ago
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Criado por Ella Harley
mais de 9 anos atrás
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Contemporary
organisations and
their principal
environments (1)
- The organisation
- Inputs (environment)
- Outputs
- Structure
- Overall strategy
- HR strategy/practice
- Inputs (environment)
- Organisation Theory
- Positivst/modernist
- Symbolic interpretivist
- Postmodernist
- Positivst/modernist
- Structure
- Bureaucratic
- Divisionalisied
- Matrix
- Managers attempt to adjust
the formal structure to
ensure efficiency and
performance
- Mechanistic vs
Organic
- Trend: Tall centralised organisations
changing to flatter, decentralised
- Influences on structure - type of work,
technology, culture and management style
- Bureaucratic
- Organisation Change
- Triggers -
external/internal
- Planned Change
- Lewin/Schein
- Unfreezing; Movement; Refreezing
- Unfreezing; Movement; Refreezing
- Force Field
Analysis (Lewin)
- Bullock & Batten (1985)
- Exploration, planning,
action, implementation
- Exploration, planning,
action, implementation
- Lewin/Schein
- Emergent Change
- Best model to use depends
on the circumstances
- Best model to use depends
on the circumstances
- Open systems
approach to change
- Leavitt's Diamond
- Leavitt's Diamond
- Managing
change: Kotter
- Triggers -
external/internal
- Organisational Culture
- Schien
- Level 1: Artefacts - visible
features e.g. decor. Consist
of objects, narratives and
activities
- Level 2: Values - norms, beliefs
- Level 3: Basic assumptions.
Guide behaviour without
being expressed. Most
influential level.
- Level 1: Artefacts - visible
features e.g. decor. Consist
of objects, narratives and
activities
- Handy (1985): 4
organisational cultures
- Studies
- Peters and
Waterman (1992)
- Peters and
Waterman (1992)
- Schien
- Structure <--> culture
- Contemporary Organisation Forms
- Nowadays
organisations have to
adapt rapidly to
change
- Change = reorganisation
- Change = reorganisation
- The network organisation (n-form)
- Virtual organisations
- Post-bureaucratic: people act on
values not rules, responsibility is
assigned on competence not
hierarchy, and there are open
boundaries to people
- Strategic Alliances
- Parternships
- Joint Ventures
- Parternships
- Outsourcing
- Atkinsons (1984)
flexible firm
- As structures/forms
become more
fluid/flexible, so do
employment forms
- As structures/forms
become more
fluid/flexible, so do
employment forms
- Nowadays
organisations have to
adapt rapidly to
change
- Organisations and
people management
- Every HR practice is
influenced by
organisation
structure, form, and
culture.
- Contingency Theory
- Scientific
Management
(Taylor, 1911)
- Human Relations
(Mayo/Hawthorne)
- Social components -
structural issues, rules and
systems, co-ordinating
mechanisms, and
networking
- Connections between
structure, form, culture
and HR are multiple and
multidimensional
- Every HR practice is
influenced by
organisation
structure, form, and
culture.
Anexos de mídia
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