of Foundations Leadership
Basic Leadership Model
Knowledge of Organizational Behavior
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Behavioral Skills
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Leadership Effectiveness
Knowledge of Organizational Behavior
Organization Level How to structure the firm How to select & development talent How to change organization How to create & sustain culture
Individual Level How members makes sense of the world What motivates members
Group Level How teams function How to lead teams Power & Politics Ethical decision making
Behavioral Skills
Facilitate team decision making Communicate effectively Exercise power wisely
Negotiate effectively Manage organization change
Disciplines Related to OB Knowledge
Psychology Social Psychology
Sociology Anthropology Political Science Individual
Organization Organizational Behavior
Group
Economics
Themes in Evolution of OB Knowledge
Historical context affects what is studied Cultural context limits general applicability of theories
Theories become more complex and less applicable over time
Theories include more contingencies over time: "it all depends"
Early 1900's
Pre-20th Century
Craft work at home Models of large orgs: military & church Adam Smith: economic benefits of division of labor
Turn of the Century
Industrialism: machinery and factories Mass production Size and inefficiency
1920's
Scientific Management: Cult of Efficiency
Task analysis and standardization Pay linked to performance Systematic selection & training
Management
Classical Functions: planning, organizing, directing, staffing & controlling Principles: specialization, unity of command, scalar chain & span of control
1930's
Hawthorne Studies: Human Relations Studies of lighting, rest pauses, length of work day, and pay on performance Findings
Power of workers' feelings & supervision Power of informal groups Logic of efficiency vs. logic of sentiments
1940's
Group Dynamics
Role of groups in behavioral change Participation in decision making
Bureaucracy: Max Weber
Ensure fair & equal treatment Specified areas of responsibility Consistent & written rules Right of appeal Management as a learned profession
1950's
Leadership Studies
Task leaders Social leaders
Decision-Making Studies
Limits to rationality: bounded rationality Satisfice not maximize
Gordon & Howell Report on B-schools
Need to professionalize business schools Need for scientific knowledge
1960's - 1970's
Systems Thinking
Multiple influences on behavior Organization & environment
Contingency Thinking
It all depends Depends on: individual differences, technology, competitive environment & national culture
1980's - 2000's
McKribbin & Porter Report on B-Schools
Too much analytical & quantitative Need for social & communication skills Need to internationalize curriculum
Global Thinking
Cultural differences & influences Cross-national alliances Multinationals