Professional Documents
Culture Documents
New Economy
(HRMG200, Spring of 2009)
Conducted By:
Professor Ralph Katz
Northeastern University
Boston, MA 02115
617-373-4724; <R.Katz@neu.edu>
Group
Average
Individual
Member
Group
(cont.)
MANSON
POST
Plant Managers
LARSON
Purchasing
Executives
10
11
12
What sources of
information might
the average
purchasing
executive use?
Supportive of
the Memo
Not
Supportive of
the Memo
a)
b)
c)
d)
e)
f)
13
14
15
Geographical distance
16
17
The Management of
Uncertainty
18
Generation versus
Reduction of Uncertainty
1-Way vs. 2-Way communication
Separation of planning from
implementation
Solution vs. problem orientations
(substantively-based differences
become emotionally-based conflicts)
19
The Fundamental
Attributional Error
When we watch people behave, we
tend to see their behavior as being
caused by something about their
personality or dispositions. When we
explain our own behavior, we are far
more conscious of the pressure of the
situation (e.g., deadlines, rewards, the
opinions of others).
In general, we are not sensitive to how
powerfully our behavior and that of
others is shaped by the situations we
are in.
20
21
Conventional Model of
Motivation
This approach:
As individuals we have
Values
Interests
Needs
Personality
Which lead to
Consistent
choices and
behavior
Personality
Attitudes
Behavior
22
An Alternative Model of
Motivation
This approach is:
less intuitive
more useful to managers
more powerful
Strategies
Structures
Reward Systems
Leaders
Behavior
Context
23
Generation versus
Reduction of Uncertainty (cont.)
Formal structures and procedures are
needed by the routine, functioning parts of
the organization, while more flexible,
informal structures and procedures are
needed for innovation (that is, for
accomplishing those things that have
never been done before).
Structure does not integrate, it
differentiates! Informal integrative
mechanisms (such as common problem
definition, leadership, norms, information
sharing, etc.) are therefore needed to link
across the differences that result from
formal structures.
24
R&D
Finance
HRM
25
Do You Want
Marketing People?
26
27
Profitability Winners
Complementary Assets
Freely Available
Tightly Controlled
Freely
Available
No One Wins
(Commodity Business)
Complementary Asset
Holders Win
Tightly
Controlled
Intellectual Property
Holders Win
Profitability Based
on Alliances
Intellectual
Property
28
29
Managing Socialization
Socialization can be thought of as the period
of time in which individuals, teams, change
efforts, products, and services function to
reduce uncertainty.
1. Establishing ones situational identities
2. Learning to deal with ones boss & building the
necessary information networks (build
sponsorship above, trust below, & credibility
throughout)
30
31
Nervous?
32
Actualization
Principal #2:
Needs emerge in order
Ego
Social
Principal #3:
Most are working
on ego needs
Security
Safety
Survival
Organizations in the New Economy by Professor Ralph Katz
33
Satisfaction Axis
Dissatisfaction
Axis
34
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback
35
Task Identity:
Feedback:
36
AREAS OF
CONCERN
REALITY
CONSTRUCTION
SOCIALIZATION
INNOVATION
STABILIZATION
INFLUENCE AND
ACHIEVEMENT
Certainty
a. To be assigned challenging
work
b. To enhance ones visibility
and promotional potential
c. To improve ones special
skills and abilities
d. To enlarge the scope of ones
participation and contribution
e. To influence ones
organizational surroundings
MAINTENANCE
AND
CONSOLIDATION
37
NOTE:
Socialization is not orientation or
socializing.
38
Socialization
Innovation Stabilization
Skills Variety
0.02
.40*
0.03
Task Identity
0.20
.31*
-0.04
Task
Significance
0.44*
.43*
0.10
Autonomy
-0.20
.45*
0.08
Job Feedback
0.33*
.41*
0.14
39
0.59
0.6
0.5
0.4
0.25
0.3
0.2
0.07
0.1
0
1.5
1.5-4.5
4.5
40
Implications
Managerial and leadership requirements can
change over time and differ in each stage.
41
Managing Socialization
1. Characteristics of project task assignments
and informal opportunities
2. Communication processes and networks
a. matrixed vs. non-matrixed assignments
b. reporting and collegial relationships
c. office & work station location
3. Reporting Relationships
a. more realistic previews and clearer expectations
b. technical expertise & credibility
c. interpersonal skills for defining meaningful
tasks, providing constructive feedback, and
being an effective translator of the
organizations norms
5. Pre-socialization activities
6. Individual differences in ability to deal with
uncertainty
7. Desocialization for creating uncertainty
42
Turnover of Young
Engineers (<30) After 5 Years
Relative communication frequency with
immediate supervisor at the beginning of the
study:
Stayers
Leavers
26.2
8.6
4.0
0.8
43
35%
16%
__________________________________
Employees Saying
A. Company Offers Poor
Training Opportunities
41%
12%
44
Organizational
Internal
Growth
Forces
Success
for
Stability
SIZE
STRUCTURAL INERTIA
AGE
SOCIAL INERTIA
45
Organizational Trends
Associated With the
Reduction of Uncertainty
1. Social and structural inertia are
functional as long as environment
conditions remain stable
2. However, when threatened there is
Increased commitment to status quo
Decreased search, vigilant problem-solving
Increased conformity
OR WE DO MORE OF WHAT
WE DO BEST!
46
2. Information Processes
Increased isolation from critical areas
Increased selective exposure
Increased selective perception
3. Cognitive Processes
Increased reliance on own experience and
expertise
Increased narrowing of cognitive abilities
Increased similarity
47
Influence of Components
Over Time on Performance
Project
Performance
Team Building
Component
Group Age
(i.e, average length of time (yrs) group members
have worked together)
48
Individual Reflections
Choose one of your more challenging
leadership problems, change efforts, or
innovative activities. In what areas and in what
ways are uncertainties being generated with
respect to this problem or effort?
To what extent and how are these
uncertainties being reduced and how are they
affecting the effectiveness of your
organization?
What activities and information can you (and
others) initiate or provide so that these
uncertainties are ultimately reduced in a more
timely and productive manner?
49