Organizational Behavior Leadership PAD 3003 03 Organizational Behavior

Organizational Behavior & Leadership PAD 3003 -03

Organizational Behavior (OB) vs. Organization Theory (OT) n n OB has its origins in psychology. Researchers of OB typically concentrate on individual and group behavior in organizations. They analyze motivation, work satisfaction, leadership, group dynamics, etc. OT is based more in sociology. It focuses on topics that concern the organization as a whole, such as structure and design, organizational environments, decisionmaking, change and innovation, etc.

Theoretical Background of OB: Motivation Theory n n The Hawthorne Experiments The Needs Hierarchy The Motivation-Hygiene Theory X and Theory Y

The Hawthorne Experiments n n The Hawthorne experiments refers to the experiments conducted by Elton Mayo et al. at the Hawthorne Works of Western Electric Company in the late 1920 s-early 1930 s. These experiments were to examine the relationship between work environment (Illumination) and productivity. But Mayo found: ¡ ¡ work situations are first of all social situations; workers are motivated by peer pressure, the attention paid to them by managers, and other complex sets of factors beyond monetary rewards.

The Needs Hierarchy n n Abraham H. Maslow asserted that a person’s needs are not all equal but arranged in a hierarchy. Once lower needs are satisfied, they no longer motivate.

Motivation-Hygiene Theory n n Frederick Herzberg, et al, in 1959. Five factors related to “job content” as determiners of job satisfaction: ¡ n 1) achievement, 2) recognition 3) work itself 4) responsibility 5) advancement are motivators because they lead to growth and self-actualization. Five factors related to “environmental context of jobs” as determiners of job dissatisfaction: ¡ 1) company policy and administration 2) supervision 3) salary 4)interpersonal relations 5) working conditions serve as hygiene factors because they prevent job unpleasantness.

Theory X and Theory Y n n Managers holding a Theory X vision of their workers tend to be authoritarian, old-style leaders with a belief that people are lazy, irresponsible, and must be coerced to work. Theory Y has a belief in the intrinsic good of human beings—that it is natural for people to work hard and creatively if organizational goals are clear and if there is meaning in work Q: Which of the above theories reflects the assumption of Scientific Management?

The Future of Organizations n The Postbureaucratic Organization ¡ n Postmodernism ¡ n More democratic, more flexible, and maybe more complex People tend to be more open and adaptive and no long act in a fixed way. Feminist Approaches to Organizational Behavior ¡ ¡ ¡ Organizational hierarchies will become less rigid. Organizational climates will become more cooperative Values of trust, openness, and acceptance will replace the quest for individual power.

Leadership n Leaders are those who get people in organizations motivated to do things they may never have done before or may not wish to do. (p. 371)

Leadership n Leadership is about the exercising of authority and it is done both formally and informally. ¡ ¡ Formal: authority, rank, position Informal: respect of others

Five types of leadership power n Expert power: ¡ n Referent power: ¡ n the power to give benefits Legitimate power: ¡ n charismatic personality Reward power: ¡ n skills or knowledge the power of decision making Coercive power: ¡ the power of punishment

Theories of Leadership n Trait Approach ¡ n The trait approach suggests that leaders have unique characteristics or traits that are distinct from followers, and that leaders are born and not made. Contingency Approach ¡ This approach defines leaders who develop leadership styles from the situation rather than following the “one best way”.

Theories of Leadership (cont. ) n Transactional Approach ¡ n Leadership that is based on a simple exchange between the leader and the followers. Transformational Approach ¡ A “selling” style of leadership. A transformational leader is someone with the ability to change an embedded organizational culture by creating a new vision for the organization. This is similar to trait theories because it posits the belief that leaders are born and not made.

Program Audit and Evaluation PAD 3003 -03

Learning Objectives n n n The difference between audit, program evaluation, and policy analysis The different types of audits Evaluation standards

The Audit n n Definition: any independent examination or objective assessment of an organization. Activities: official examination of a financial report ¡ the final phase of a government budgetary process ¡ n Different kinds of audit: i. e. financial audit, management audit, performance/efficiency audit, comprehensive audit.

The Government Accountability Office (GAO) n n n The Budget and Accounting Act of 1921 Serves as a support agency to audit federal government expenditures and assist the Congress in its legislative oversight responsibilities. A comprehensive audit program under GAO includes ¡ ¡ ¡ 1. Financial and compliance audits 2. Economy and efficiency audits 3. Program results audits

Program Evaluation and Policy Analysis n Program Evaluation: the systematic examination of any government activity or group of activities to make a determination of their effects, both short and long range n Policy Analysis: a set of techniques that seeks to answer what the probable effects of a policy will be if implemented. n Difference: An analysis undertaken on a program already in effect is more properly called a program evaluation.

Program Evaluation and Policy Analysis (cont’d) n n Legislative Program Evaluation Groups: GAO, OPPAGA http: //www. oppaga. state. fl. us/ Evaluations Standards ¡ ¡ ¡ Compliance: accordance with law Efficiency: productivity being gotten out of the resources expended Effectiveness/Relevance: sufficient contribution to the achievement of the goals

Summary n Organizational Behavior Theories ¡ n Leadership Theories ¡ n The Hawthorne Experiments; The Needs Hierarchy; The Motivation-Hygiene Theory; Theory X and Theory Y Trait Approach; Contingency Approach; Transactional Approach; Transformational Approach Program Audit and Evaluations Standards ¡ Compliance; Efficiency; Effectiveness/Relevance