Introduction to Organizations and Macro Organization Theories: CH 6. Human Behavior and Organizational Environment

Question 1

What is organization

Answer 1

-Structure, hierarchy, channels
of communication, a working environment in which there are proper designated CHAINS OF COMMAND

Question 2

Organizational culture

Answer 2

shared norms,
beliefs, values, symbols, and rituals” that
guide the social behavior

Question 3

Positive Climate

Answer 3

-Openness and camaraderie
- Democratic decision making
- Shared sense of mission

Question 4

Negative atmosphere

Answer 4

-Climate of competition and jealousy among workers
- Climate of almost religious loyalty to organizational principles
- Conflict at upper levels
-
Hierarchy built on favoritism

Question 5

Max Weber on bureaucracy

Answer 5

-EXIST FOR A PURPOSE “MSSION”
-specialized roles
-valuing competence
-pyramid ordering
-He observed their characteristics as having specialized roles or duties; valuing competence; having offices with a hierarchical, pyramid ordering; forming rules to guide actions; taking a detached impersonal approach; using formal written communications; and selecting workers on the basis of specified qualifications who are rewarded by salary, pensions, and seniority

-Specified qualifications of workers
-Detached impersonal approach
- Formal written communication
- Rewards in salary, pensions, seniority

Question 6

Adopting a Critical Perspective (needs of the client)

Answer 6

-Question all forms of oppression in organization.
- Consider what makes organization sustainable—
treatment of the worker, need for external financial
support
- Draw on our social work imaginations
-MILLS : SOCIOLOGICAL IMAGINATION
-is the capacity to shift from one perspective to another.

Question 7

Leadership in Organizational Settings

Answer 7

-THE ROLE OF LEASDERSHIP IS THE MOST NEGLETED
-SOCIAL WORKS NEED TO BECOME LEADERSHIPS, IS A NEED
-New developments in leadership theory-focus on
meeting spiritual needs
-In interest of social justice, flexibility of leader to
perform many task
-WELLBEING
-LEADERSHIP: is a process whereby an individual influences a group of individuals to achieve a common goal”

Question 8

TRADITIONAL LEADERSHIP THEORIES

Answer 8

-Trait Theory
-Positional Theory
-Situational Theory
-Style Theory

Question 9

TRAIT THEORY

Answer 9

great man or great person; LO TRAES EN LOS GENES
-that leaders have certain personality traits that qualify them for leadership positions.
-It is sometimes referred as the great man or great person theory of leadership
-It is what many of us have been accustomed to think of when we ponder leadership.
-ARE BORN & NOT CREATED

Question 10

POSITIONAL THEORY

Answer 10

-Leaders are not born, but created by virtue of the positions OF authority they hold or give to them
-CEO, PRESIDENT, CHAIRPERSON,
-ERES LIDER SI TINES UN PUESTO ALTO, POR LA POSICION QUE TE FUE DADA

Question 11

SITUATIONAL THEORY

Answer 11

-Leadership is a function of the leaders behavior in relationship to the behaviors of the followers
-adaptable and relates to the particular circumstances of the time period. Successful leadership depends on how ready members are to be led and how capable they are of accomplishing specified group tasks
-SI SUS SEGUIDORES O GROUP LO APOYA EL SERA BUEN LIDER..

Question 12

STYLE THEORY

Answer 12

1. Leadership attempts to understand leadership by looking various styles that characterize certain leaders
2. In other words, instead of looking at individual traits, Lewin et al. (1938) created a typology of leadership styles that were made up of related traits that seemed to provide a general description of leadership that was simpler and easier to understand.

Question 13

AUTHORITARIAN LEADER
DEMOCRATIC LEADER

Answer 13

-is very directive and nonparticipatory, takes personal charge of decision-​ making, is concerned with the instrumental needs of the organization, and demands strict compliance from subordinates.

-DEMOCRATIC: More expressive & it focus on include everyone in decision-making

Question 14

LEADERSHIP STYLES: THEORY X: PESIMISTAS, AUTORITARIOS & SOLO QUIEREN SER EFICAZES PARA MAXIMIZAR PRODUCCION

Answer 14

assumes people don’t like to work
and need to be coerced, directed and threatened
-PEOPLE WANTS TO AVOID JOB
-BASICALLY, tienes que tener un jefe que te indique como trabajr, que hacer, casi forzarte

Question 15

LEADERSHIP STYLES: THEORY Y: OPTIMISTAS, FLEXIBLES Y ESTRATEGAS. IMPORTA MAS HUMAN RELATIOSHIP QUE LAS BUROCRATICAS

Answer 15

-assumes people want responsibility
and are willing to learn Democratic Leadership –
based on a paradigm of mutuality and
interrelationship
-BASICAALY: sI QUIEREN TRABAJAR, QUIEREN APRENDER Y EXPIMENTAR CAMBIOS

Question 16

LEADERSHIP STYLE: THEORY Z: FOCUS IN BOTH LEADERSHIP & MANAGMENT; HOLISTIC CONCERN FOR EMPLOYEES

Answer 16

-Focus on how to apply humanistic & collectivist management -
-philosophies such as used in JAPAN
-COMMIMNETEN TO LONG-TERM EMPLOYESS
-CONSENSUAL DECSION MAKING
-

Question 17

DEMOCRATIC LEADERSHIP

Answer 17

Atmosphere of empowerment
Determines how the members will go about the process
of thinking and deciding, not what the member will
think or decide

Question 18

THOM HARTMANN “THE CORPORTAION”—threats to U.S. democracy

-GIVES CORPORATION POWER OVER GOVERNMNET POLICIES.

Answer 18

-Influence of military industrial complex
-Lobbyists influence
- Trillion dollar war budge
-AGENDA FOR NEW ECONOMY: is threatened by the dominance of economic theories that serve the narrow interests of a few at the expense of the many.

Question 19

JOHN MCAIN

Answer 19

Campaign Finance Reform, pero no paso porque la SUPREME COURT dijo que ciudadanos tiene derecho a FREEDOM OF SPEECH
-Corporations finances y gastan millones en apoyar a los candidato para puestos politicos

Question 20

The Hawthorne effect (MAYO & FRITZ)

Answer 20

-Western Electric Company,
-found organizations function best when MANAGER PAY POSITIVE
attention to workers and honor the interests of
the informal networks

Question 21

HUMAN RELATIONS MODEL

Answer 21

• A reaction against scientific management, STRESS on human relations in work
• A reaction to the rationality, the machine-like character & the ALINATION & DISEMPOWERMENT asssocied with scientific management & BUROCRATIC THEORY

Question 22

GENERAL SYSTEM MODELS: Are in constant movemnet; a living system; two organization can’t be alike

Answer 22

-1960s and ‘70’s– new technologies and growth

-General systems theories used to construct models and conduct
research on complex organizations and it’s interaction with the
environment.

-Contingency School – organizations are in constant movement and
contingent on a number of factors such as structure, leadership.
-No best way to run an organization.

-9 Characteristics of contingent systems:

• importation of energy: Organizations must bring in energy from the external environment in the form of material and human resources.
  *** throughput **(producing products)
• **output: **Send products
  * systems as cycles of events: The pattern of energy exchange that results in output is cyclical. An organization takes in raw materials
• Negative entropy: uses to stave off energy loss and decay is also known as entropy.
• information input**:Organizations develop selective coding processes to filter out unnecessary or extraneous information that may not be useful to the organization.
• steady state and homeostasis,Organizations strive for a kind of flexible balance whereby they take in energy and information, use it, then export it back to the environment for other needed resources.
  differentiation: The tendency of the organization to develop greater complexity and specialization of function.

equifinality: The possibility of a system to attain its goals through a variety of different processes or paths.

Question 23

Non-Hierarchical or Consensual Models

Answer 23

-Control rests with the members-employee-owners.

• Primary goal to prevent or minimize alienation of
  workers by the larger, complex, hierarchical
  organization

Question 24

NON_HIERARCHICAL CHARACTERISTICS

Answer 24

-decisions made after discussion by members

• minimal rules
• personal rather than formal relationships among members
• leadership based on election, with rotations of leadership
• non financial reward for leadership roles, and no winners or
  losers in decision making

Question 25

Non-Hierarchal Organizations--Japan

Answer 25

Japanese organization – value cooperation and collective decision making

Question 26

Differences between formal organization in Japan and the U.S

Answer 26

Hiring and advancement --Lifetime security -Holistic involvement - Broad-based training - Collective decision making

Question 27

CORPORATION

Answer 27

Corporate influence ties in with government policy. -2003 Canadian documentary, The Corporation, charts the development of the corporation as a legal entity. - The corporate media--advertisers exert pressure on media coverage of the news and criticisms of products. - Boycott of The Los Angeles Times by General Motors. - Media molds public opinion

Question 28

CORPORATION CONT,

Answer 28

The corporate work model- downsizing, outsourcing, wage flexibility, cost-efficiency, accountability, productivity

Question 29

Robert Greenwald’s documentary Wal-Mart: The High Cost of Low Price. "FIRED UP"

Answer 29

Employs 1.4 million people -Rallies by workers cheer the company - High pressured work -NEED TO ENGAGE IN CULTS, LIKE RITUALS & RITES

Question 30

The McDonaldization of Society, by RITZER : BRAIN WORK Maquinas que hace el trabajo y hacen todo el BRAIN WORK -DOMINANTES -Offers the consumer: EFFICENCY, PREDICTABILITY & FOOD FOR LITTLE MONEY

Answer 30

-how standardization of the product and interchangeability of workers is the modern way. -Interchangeable workers -homogenization of product -standardized work routines -Technologies that take car of THE BRAIN WORK"

Question 31

Classic View of Alienation: -Contribute to stress, & tension

Answer 31

Alienation is defined in various ways: as powerlessness, meaninglessness, normlessness, isolation and self estrangement. - Marx said alienation changes a society as the society industrializes; working class, Industrial Wage Workers, SELDOM OWN -Durkhem believed it was the result of isolation in a disintegrating society. ANOMIE (NORMLESSNESS) -WEBER: Related to work, arising with burocratic & rationalization - Material sources—workers seldom own their own tools or control working conditions - Creation of new markets—the nature of capitalism

Question 32

WHY ORGANIZATIONS ARE IMPORTANT

Answer 32

-Attention is paid to staff development and education. - Must look beyond the status quo to alternative models. -Change efforts start with data gathering, supporters and presentation of a proposal for change at a staff meeting. -Strengths-based assessment of the agency -Advice for change agents: introduce ideas one at a time, be flexible, open to suggestions and do not invest too much power in one individual -Social worker might feel alienated when goals of organization conflict with social work values; clients do not come first; pressures external to the agency hinder creativity.

Question 33

GOFFMAN'S *ASYLUMS 1961(Nursery homes): TOTAL INSTITUTION AS A PLACE IN WHICH ALL ACTIVITIES, EATING OR SLEEPING OCCURS IN THE SAME PLACE -The presentation of Self in Everyday LIfe: ROLE playing

Answer 33

Front & Back Stage -What is going behind scene -Shows how human behavior is controlled by institutions, like prisions, military, mental institutions.. to serve social control functions

Question 34

SOCIOLOGICAL IMAGINATION C.WRIGHT MILLS (PIC CEL)

Answer 34

-The Capacity to SHIFT from one Perspective to another (from political to the psychological)

Question 35

THE LAISSEZ-FAIRE LEADER

Answer 35

-OPPOSITTE OF AUTHORITARIAN -very nondirective and permissive and to allow subordinates to function more or less independently. -Although staff members may appreciate the freedom this style of leadership provides, they also may be very uncomfortable with the perceived failure of the leader to “take charge” during protracted and/​ or thorny organizational problems.