1. Organizational Concepts
1.1. Social System
1.1.1. Roles
1.1.1.1. Role Conflict
1.1.1.2. Role Ambiguity
1.1.1.3. Role Overload
1.1.1.4. Role Differentiation
1.1.1.4.1. *Not a struggle*
1.1.2. Norms
1.1.2.1. Descriptive Norms
1.1.2.2. Injunctive Norms
1.1.2.2.1. Social approval
1.1.3. Individual Behaviors
1.1.3.1. Task Performance
1.1.3.1.1. Proficient
1.1.3.1.2. Adaptive
1.1.3.1.3. Proactive
1.1.3.2. Organizational Citizenship Behaviors
1.2. Organization Climate
1.2.1. Shared meaning
1.3. Organization Culture
1.3.1. Languages, values, attitudes, beliefs, and customs of an organization.
1.3.1.1. Observable artifacts - symbols, language, narratives, and practices
1.3.1.2. Espoused Values - values **endorsed** by the management
1.3.1.3. Basic Assumptions - unobservable and are at the core of the organization
1.4. Person-Organization Fit
1.4.1. Organization Commitment
1.4.1.1. Affective Commitment
1.4.1.2. Continuance Commitment
1.4.1.3. Normative Commitment
1.5. Downsizing, Outsourcing, Offshoring
1.6. Mergers and Acquisition
1.7. Power in the Organization
1.7.1. Coercive Power
1.7.2. Reward Power
1.7.3. Legitimate Power
1.7.4. Expert Power
1.7.5. Referent Power
1.8. Communication in the Organization
1.8.1. Horizontal
1.8.2. Downward
1.8.3. Upward
1.9. Leadership
1.9.1. High Openness, Conscientousness, and Extraversion make great leaders
1.9.1.1. High need for power and a low need for affiliation
1.9.2. Motivation to Lead
1.9.2.1. Affective Identity Motivation
1.9.2.2. Noncalculative Motivation
1.9.2.3. Social-Normative Conditions
1.9.3. Person Oriented Leader Versus Task-Oriented Leader
1.9.3.1. **Person-oriented** acts in warm and supportive manner and show concern for their subordinates
1.9.3.2. **Task-Oriented** define and structure their own roles and those of their subordinates to attain the group's formal goals
1.9.3.3. Team, Middle-of-the-Road, Impoverished
1.9.4. Types
1.9.4.1. Transactional
1.9.4.2. Servant
1.9.4.3. Transformational
1.9.4.3.1. Focuses on changing or transforming the goals, values, ethics, standards, and performance of others
1.9.4.4. Shared
1.9.4.4.1. When employee champion the introduction of new technologies and produces
1.9.4.5. Managerial
1.9.4.5.1. Support and guide the performance and well-being of individual employees
2. HRM Versus HRD
2.1. HRM
2.1.1. Acquiring training, Appraising, and Compensating Employees, Labor Relations, Health, Safety, and Fairness concerns
2.1.1.1. Training
2.1.1.1.1. Provides the K and S for the present job only.
2.1.1.2. Turnover
2.1.1.2.1. Job Withdrawal
2.1.1.2.2. Voluntary Turnover
2.1.1.2.3. *Dismissal
2.1.1.3. Transfer
2.1.1.4. Labor Relations/Legal
2.1.1.4.1. Statutory Exceptions
2.1.1.4.2. Common Law Exceptions
2.1.1.4.3. Public Policy Expectations
2.1.1.4.4. Wrongful Discharge
2.1.2. Focused on the **present needs** of the organization and it's members
2.2. HRD
2.2.1. An assortment of training programs that help people adjust to their new roles; developing **new** personal and organizational skills.
2.2.1.1. **Continuous effort** designed to improve employee competency and organizational performance
2.2.1.1.1. **Traditional Career Path**; progressing vertically upward
2.2.1.1.2. **Network Career Path**; contains both vertical sequence and horizontal opportunities
2.2.1.1.3. **Lateral Skill Path**; job enlargement, job enrichment
2.2.1.1.4. **Dual-Career Path**; technical specialitsts can (and should) be allowed to contribute their expertise to a company *without* having to become managers
2.2.1.1.5. Career Development is a formal approach
2.2.2. Also includes the performance appraisal of each employee
2.2.3. Focused on the **future needs** of the organization and its members
2.2.3.1. Manpower/HR/Workforce Planning
2.2.3.1.1. Process of estimating the optimuum number of people required for completing a project, task or goal within time
2.2.3.1.2. **Forecasting Personnel Needs**
2.2.3.2. **Strategic Planning**; top management determing overall organizational purposes and objectives
2.2.4. Talent Management
2.2.4.1. System or strategy to recruit, hire, develop, and retain employees
2.2.4.2. Building Culture, Engagement, and Capacity
2.2.4.2.1. Employee Engagement is an individual's emotional and cognitive motivation, particularly effrots toward work-related goals.
2.2.4.2.2. Empowerment
2.3. Organizational Development
2.3.1. Planned, organization-wide effort to increase organizational effectiveness.
3. Team and Group Dynamics
3.1. Team
3.1.1. Types
3.1.1.1. Departmental Teams
3.1.1.1.1. Similar or complimentary skills located in the same unit
3.1.1.2. Self-Directed Teams
3.1.1.2.1. Organized work processes that complete an entire peice of work requiring several interdependent tasks
3.1.1.3. Task Force Teams
3.1.1.3.1. Temporary, from different disciplines
3.1.1.4. Production Team
3.1.1.5. Management Teams
3.1.1.6. Service Teams
3.1.1.7. Advisory Teams
3.1.1.8. Virtual Teams
3.1.2. Concepts
3.1.2.1. Brooks' Law
3.1.2.1.1. Adding more people on a team when the project is already ongoing will more likely finish longer than in shorter span of time.
3.1.2.2. Social Facilitation and Social Inhibition and Coaction
3.1.2.3. Social Loafing
3.1.2.3.1. Free Rider
3.1.2.3.2. Sucker Effect
3.1.2.3.3. Social Compensation
3.1.2.4. Groupthink
3.1.2.5. Mindguard
3.1.2.6. Psychological Reactance
3.1.2.6.1. *Petty*; gusto mo ito gawin namin? then hindi namin gagawin
3.1.2.7. Team Efficacy
3.1.2.7.1. Collective Confidence
3.2. Group
3.2.1. Tasks
3.2.1.1. Additive
3.2.1.1.1. Sum of all good efforts
3.2.1.2. Conjunctive
3.2.1.2.1. If one fails, we all fail
3.2.1.3. Disjunctive
3.2.1.3.1. Our performance is on the best member we have
3.2.2. Roles
3.2.2.1. Task-Oriented
3.2.2.2. Social-Oriented
3.2.2.3. Individual Role
3.2.2.3.1. Negative; calling attention to oneself and avoiding group interaction
3.3. 5Cs of Effective Team Member Behavior
3.3.1. Cooperating
3.3.2. Coordinating
3.3.3. Communicating
3.3.4. Comforting
3.3.5. Conflict Handling
3.4. Conflict
3.4.1. Styles
3.4.1.1. Avoiding
3.4.1.2. Accomodating
3.4.1.3. Forcing
3.4.1.3.1. Win-lose, little regard for the other person
3.4.1.4. Collaborating
3.4.1.5. Compromise
3.4.1.5.1. Give-and-take
3.4.2. Types
3.4.2.1. Task Conflict
3.4.2.2. Process Conflict
3.4.2.3. Relationship Conflict
3.4.2.4. Production Blocking
3.4.2.4.1. They require time to build rapport, agree on rules, and understand each other.
3.4.2.5. Dysfunctional Conflict
3.4.2.6. Functional Conflict
3.4.3. Intervention
3.4.3.1. Mediation
3.4.3.2. Arbitration
3.4.3.2.1. Non-binding
3.4.3.2.2. Binding
3.5. Team Trust
3.5.1. Calculus-Based Trust
3.5.1.1. Act appropriately because they face sanctions if not
3.5.2. Knowledge-Based Trust
3.5.2.1. Based on another team member's behavior/consequence from behavior
3.5.3. Identification-Based Trust
3.5.4. *Tends to decrease rather than increase over time.*
3.6. Stages of Team Development
3.6.1. Forming, Storming, Norming, Performaing, Adjourning
4. Organizational Theories
4.1. Classical Theory
4.1.1. 1. A system of differentiated activities 2. People 3. Cooperation toward a goal 4. Authority
4.1.2. Functional principle
4.1.2.1. Accounts for the grouping of work functions into such units as production, sales, engineering, finance, and so on
4.1.2.2. **Horizontal growth**
4.1.3. Scalar principle
4.1.3.1. Each level has its own degree of authority and responsibility for meeting organizational goals, with higher levels having more responsibility.
4.1.3.1.1. **Unity of command**; each subordinate should be accountable to only one superior
4.1.3.2. **Vertical growth**
4.1.4. Line/Staff principle
4.1.4.1. Line Functions
4.1.4.1.1. Have the primary responsibility for meeting the make goals of the organization; the production department in a manufacturing organization
4.1.4.2. Staff Function
4.1.4.2.1. Support the line’s activities but are regarded as subsidiary in overall importance to line functions; personnel and quality control
4.1.4.2.2. Higher ranks supporting their personnel - the line.
4.1.5. Span-of-control principle
4.1.5.1. Refers to the number of subordinates a manager is responsible for supervising.
4.1.5.1.1. Small span of control
4.1.5.1.2. Large span of control
4.1.6. Scientific Management by Frederick Taylor
4.1.6.1. *The organization is a machine who focus is to simply run more effectively*
4.1.6.1.1. Scientific selection, data collection, and training are combined to enhance efficiency
4.1.6.1.2. Management and labour cooperation rather than conflict
4.1.6.1.3. *One way to do something*
4.1.6.2. Frederick Taylor and Frank and Lillian Gilbreth implemented this.
4.1.7. **Bureaucracy** by Max Weber
4.1.7.1. *This described the structure, organization, and operation of many efficient organization*
4.1.7.2. Includes formal hierarchy, division of labor, and a clear set of operating procedures
4.1.7.2.1. Structure defines the presences of authority and commang; top-down or display of **legitimate power**
4.1.7.2.2. Specialization of labor or division of labor
4.1.7.2.3. Formal rules and procedures
4.1.7.2.4. Rationality means that behavior is based on logical reasoning rather than emotional thinking.
4.1.7.3. *The most typical office setting you can think of.*
4.1.8. Administrative Management by Henri Favol
4.1.8.1. Proposed the creation of work groups and functional departments
4.1.8.2. The Six Industrial Activities
4.1.8.2.1. Technical, Commercial, Financial, Security, Accounting, Managerial
4.1.8.3. The Five Functions of Management
4.1.8.3.1. Planning, Organizing, Command, Coordination, Control
4.1.8.4. The Fourteen Principles of Management
4.1.8.4.1. Division of Work, Authority, Discipline, Unity of Command; of Direction, *Subordination of individual interests* , Remuneration, Centralization, Scalar chain, Order, Equity, Stability of tenure of personnel, Initiative, Espirit de corps
4.2. Neoclassical Theory
4.2.1. Criticisms on Functional Principle
4.2.1.1. Depersonalizes these activities so that the individual finds little meaning in them; sense of alienation from highly repetitive work
4.2.1.2. **CALL FOR**: Less rigid division of labor and for more “humanistic” work in which people derive a sense of value and meaning from their jobs.
4.2.2. Criticisms on Scalar Principle
4.2.2.1. Other systems operate on people in organizations besides those imposed by formal superior-subordinate relationships.
4.2.2.2. **UNDERSTAND THAT**: Many sources operating in an organizations influence the individual.
4.2.3. Criticisms on Line/Staff Principle
4.2.3.1. The black-and-white theoretical distinction between line and staff functions is not always so clear in practice.
4.2.4. Criticisms on Span-of-control principle
4.2.4.1. It’s more complex than picking a number
4.2.4.1.1. 1. The supervisor’s managerial ability 2. The intensity of the needed supervision 3. Psychological factors as leadership style and capacity
4.2.5. Highlights the importance of employee morale; humanistic perspectives
4.2.5.1. Motivation
4.2.5.1.1. The internal force that drives a worker to action as well as the external factors that encourage that action.
4.2.5.1.2. **Other Motivation Theories**
4.3. Modern organization theories
4.3.1. Systems Theory
4.3.1.1. 1. Individuals 2. Formal organization 3. Small groups 4. Status and role 5. Physical setting
4.3.1.1.1. Organizational communication makes this work.
4.3.1.1.2. The parts and interactions of a system do not exist for themselves. Rather, they exist to meet the systems's larger goals
4.3.1.1.3. A radical departure from classical and neoclassical schools of thought
4.3.1.2. Open System Theory
4.3.1.2.1. *Best for specialized functions*
4.3.2. Socio-technical Approach
4.3.2.1. *Every organization consists of the people, the technical system, and the environment*
4.3.2.2. **Joint optimization:** Transforming technology into a meaningful tool in the hands of the users
4.3.2.2.1. Very useful because of the trend of downisizing in favor of advanced equipment/machinery/gadgets
4.3.3. Contigency or Situational Approach
4.3.3.1. Decision theory; views organizatons as a structure composed of choice-makers, and argues that there is no one right way to make a decision **(Equifinality)**
4.3.3.1.1. Joan Woodward's Contigency Model
4.3.3.1.2. Lawrence and Lorsch's Model
4.3.3.1.3. Fiedler's Contingency Model
4.3.3.1.4. Mintzberg's Contigency Model
4.3.3.1.5. IMPACT Theory
4.3.3.1.6. Situational Leadership Theory
5. Argues that an **organization's environment influences it**, and understanding the impact of this influence may help managers develop more effective leadership strategies.
5.1. Inputs
5.1.1. Human, Capital, Resources/Raw Materials
5.2. Processes
5.2.1. Management processes
5.3. Outputs
6. Organizational Structure
6.1. **Centralized Versus Decentralized**
6.2. Traditional Versus Nontraditional
6.2.1. **Traditional Organizations** have formally defined roles for their members, are very rule driven, and are stable and resistant to change.
6.2.1.1. Chain of Command; number of authority
6.2.1.2. Mechanistic or Bureaucratic
6.2.1.2.1. Tall Organization
6.2.1.2.2. Flat Organizations
6.2.1.3. Span of Control is the number of workers who must report to a single supervisor
6.2.2. **Nontraditional Organizations** are characterized by less formalized work roles and procedures. They tend to be rather flexible and adaptable, without the rigid status
6.2.2.1. *Organic*; A very small chain of command (or none at all), de-emphasize authority levels
6.2.2.1.1. Team Organization; broadly defined jobs organized around a particular project or product
6.2.2.1.2. Project Task Force; temporary and assigned to complete a specific job or project
6.2.3. **Matrix Organization**: A hybrid of Traditional and Nontraditional
6.2.3.1. 2 Bosses - source of conflict as well.
6.2.3.2. Teams report to multiple leaders
6.2.4. **Network Structure**: More decentralized and more flexible, relying on open commmunication and reliable partners.
6.3. **Functional Versus Divisional**
6.3.1. **Functional Structure** divides the organization into departments
6.3.2. **Divisional Structure** is based on the types of products or customers
6.3.2.1. Geographical
6.3.2.2. Product
6.3.2.3. Client
6.4. 4 Business Elements
6.4.1. Product
6.4.2. Market
6.4.3. Money
6.4.4. People
6.5. Contigency Models of Organizational Structure
6.5.1. Perrow's Contigency Model
6.5.1.1. Craft
6.5.1.1.1. Few exceptions/low variability Low analyzability
6.5.1.1.2. Skilled Woodcarver, Psychiatrist
6.5.1.2. Engineering
6.5.1.2.1. Many expectations/high variability High analyzability
6.5.1.2.2. Accountants, Civil Engineers
6.5.1.3. Routine
6.5.1.3.1. Few exceptions/low variability High analyzability
6.5.1.3.2. Assembly Line Workers, Grocery Store employees
6.5.1.4. Nonroutine
6.5.1.4.1. Many exceptions/high variability Low analyzability
6.5.1.4.2. Research Scientists
6.5.2. Harry Mintzberg's Five Basic Parts of an Organizations
6.5.2.1. **Operating Core**; people responsible for producing the goods or services
6.5.2.2. **Strategic Apex**; reponsible for the overall success of the organization. The brain or the executive leadership
6.5.2.3. **Middle Line**; Day-to-day athority for ensuring the goals set by the apex are carried out by the core. The mid-level bosses/middle management
6.5.2.4. **Technostructure**; Employees who possess specific technical expertise like human resources, IT, or Legal
6.5.2.5. **Support Staff**; These employees aid the basic mission. The mailroom, security, or janitorial services
6.5.2.6. Idealogy and Politics (additional 2)
7. Organizational Development
7.1. Organizational Models
7.1.1. **Lewin's Change Model**
7.1.1.1. *Any behavioral situation is characterized both by forces operating to maintain stability and by forces pushing for change*
7.1.1.1.1. Restraining Forces
7.1.1.1.2. Driving Forces
7.1.1.2. Evolutionary or Revolutionary Change
7.1.1.2.1. Change Agent
7.1.1.2.2. Change Resistant
7.1.1.2.3. Change Analysts; *ok with changes provided that the changes will improve the organization*
7.1.1.2.4. Receptive Changers; *willing to change*
7.1.1.2.5. Reluctant Changers; *a person who will initially resist change but will eventually go along it*
7.1.1.3. 1. Unfreezing 2. Moving 3. Refreezing
7.1.2. Action Research Model
7.1.2.1. *Social problems* that needed to be addresses from both methodological and social perspective
7.1.2.1.1. For improving a situation using evidence-based information in a work setting
7.1.2.2. Data can be used by managers
7.1.3. [Perrow's Model](https://www.mindmeister.com/app/map/2871508677)
7.1.4. Kotter's Change Model
7.1.4.1. Proposed an eight-stage model based on the mistakes in Lewin's 3-step model
7.1.4.1.1. 1. Increase Urgency 2. Build Guiding Team 3. Develop the Vision 4. Communicate the Vision 5. Empower the Action, Remove Obstacles 6. Create Short-Term Wins 7. Build on Wins 8. Embed changes into culture
7.1.5. Adam Smith's Invisible Hand Theory
7.1.5.1. Rational Choice Theory
7.1.6. Peter and Waterman's Well-Managed Model
7.1.7. **Vroom-Yetton's Decision Making Model**
7.1.7.1. Autocratic I, Autocratic II, Consultative I, Consultative II, and Group/Collaborative I
7.2. Effective Interventions
7.2.1. Reorganizing
7.2.2. Downsizing
7.2.3. Empowerment
7.2.3.1. Competence; They believe that they have not only the needed skills and abilities but also the confidence that they can perform successfully
7.2.3.2. Self-determination; Represented by behaviors that are initiated and regulated through choices as an expression of oneself
7.2.3.3. Impact; the individual's belief that he or she can affect or influence organizational outcomes
7.2.3.4. Meaning; empowered individuals derive a personal significance from their work
7.2.4. Six Sigma
7.2.4.1. A method of **improving** business processes using statistical information to achieve greater customer satisfaction.
7.2.5. Survey Feedback
7.2.5.1. Widely used intervention strategy
7.2.6. Team Building
7.2.6.1. Broad range of planned activities that help groups improve the way they accomplish tasks and help members enhance their interpersonal and problem-solving skills
7.2.6.1.1. Team Scavenger Hunts
7.2.6.1.2. Team Music Ensemble Events
7.2.6.1.3. Team Sports/Competitions
7.2.6.1.4. Team Volunteering events
7.2.7. Management by Objectives (MBO)
7.2.7.1. Employee and supervisor come together to identify common goals, chart down specific objectives, and fix targets within a specific period of time.
7.2.8. Technostructural Interventions
7.2.8.1. Focuses on strengthening the organization and its employees by focusing on the technology and organizational structure
7.2.8.1.1. Parallel Structures
7.2.8.1.2. Total Quality Management (TQM)
7.2.8.1.3. High Involvement Organizations
7.2.9. Positive Organizational Development
7.2.9.1. Appreciative Inquiry
7.2.9.1.1. Discovery, Dreaming, Designing, and Destiny
7.2.9.1.2. Engages employees by focusing on positive messages, the best of what employees have to offer, and the affirmation of past and present strengths and successes.
7.2.10. T-Groups
7.2.10.1. **Sensitivity Training**; members gain insights into their effects on others and how they are perceived by others
7.2.11. Organizational Transformation
7.2.11.1. Implementation of change through systematic planning, organizing, and implementation of change to reach desirable future state without affecting continuity of business
7.2.11.1.1. Knowledge Management
7.2.11.1.2. Organizational Change
7.2.11.1.3. Culture Change
7.2.11.2. Strategic Change Interventions
7.2.11.2.1. During a merger, restructuring
7.2.12. Basic Process Interventions
7.2.12.1. Process Interventions
7.2.12.1.1. Sensitive the group to its own internal processes and generate interest in analysizing them
7.2.12.2. Content Interventions
7.2.12.2.1. Comments, questions, or observations about group memberships
7.2.12.3. Structural Interventions
7.2.12.3.1. Examine the stable and recurring methods to accomplish tasks and deal with external issues
7.3. Organizational Change
7.3.1. Refers to the action in which a company or business alters a major component of its organization
7.3.1.1. Evolutionary Versus Revolutionary
7.3.1.2. Additive Versus Subtractive
7.3.1.3. Self-Intiated Versus Imposed
7.3.2. Types of Large-Scale Organizational Changes
7.3.2.1. Transformational
7.3.2.1.1. **Significant, fundamental** shifts in how an organization operates and organizes itself.
7.3.2.1.2. Requires **deep level of commitment** from leaders and employees alike since it would rid the traditional ways
7.3.2.2. Incremental
7.3.2.2.1. **Small, meaningful** changes with focus on targeted adjustments
7.3.2.3. Developmental
7.3.2.3.1. **Build on existing processess**, strutctures, and capabilities for meaningful improvements
7.3.2.4. Remedial
7.3.2.4.1. Making corrections; Troubleshooting and problem-solving
7.3.2.5. Process and System
7.3.2.5.1. Introduction of new technologies, systems, and tools
7.3.2.6. People and Culture
7.3.2.6.1. Transforming organization's culture, values, and behaviors
7.3.2.6.2. New corporate policies, procedures, and systems that help create an environment
7.3.2.7. Structural
7.3.2.7.1. Alters the organizational structure
7.3.2.8. Merger and Acquisition
7.3.2.9. De-merger
7.3.2.10. Downsizing
7.3.2.11. Relocation
7.3.2.12. Rebranding