Archive for Organizational Size
December 24, 2008 at 9:32 am
· Filed under Businesss, Factor of Organizational Culture, Finance, Insurance, Management, Organizational Climate, Organizational Conflict, Organizational Policy, Organizational Size, Software, Types of Organizational Conflict ·Tagged Software, Finance, Business, Organization, Management, Organizational Climate, Insurance, Administration, Organizational Policy, Organizational Conflict, Types of Organizational Conflict
A survey suggests that the modern manager spends over 20% of this time handling one form of conflict or the other. Top and middle level managers in the same survey has pointed out the importance of conflict management skills. We hope that the knowledge you will gain from this Unit will equip you better to manage conflict situations more deftly at you workplace.
Today we will discuss some type of organizational conflict.
Conflict within an Individual
You can locate conflict at various levels. There could be conflict within oneself-the intrapersonal conflict. Basically, there are three types of such conflicts. You may have an excellent job offer in a city you are not wiling to go to. In such a case, you are attracted to and repelled by the same object-an approach-avoidance conflict. Similarly you may be attracted to two equally appealing alternatives like seeing a movie or going for a picnic-an approach-approach conflict. You may also be repelled by two equally unpleasant alternatives like the threat of being dismissed if you fail to report against a friendly colleague who is guilty of breaking the organization’s rules-an avoidance-avoidance conflict. We will discuss some other types of conflict in our next post.
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December 16, 2008 at 5:18 am
· Filed under Administration, Businesss, Finance, Management, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software ·Tagged Software, Finance, Organization, Management, Organizational Climate, Administration, Factor of Organizational Culture, Organizational Policy, Managerial Values, Organizational Structure, Businesss, Organizational Size, Managerial Value
In our last post we have discussed for Pre arrival, Encounter and Metamorphosis as part of culture and ethos in briefly. Pre arrival a stage of socialization which screens the values, attitudes and expectations of people before joining an organization. Encounter is a stage of socialization when a person explores the difference between his expectations and reality. Metamorphosis a stage of socialization where adaptation and changes take place.
For a very few persons, the metamorphosis stage may remain incomplete or unsuccessful. These people, as yet, have not been able to “accept” the OC and thereby remain non-conformist. This phenomenon is likely to result in atypical behavior. Sometimes they continue to ‘fight’ the system, at least for some more time, with zeal and enthusiasm. A larger number are likely to alienate them to soothe their feelings of disappointment.
Ethos is a Character and value of an individual or of a group. Sometimes an organization, anxious to break away from its stifling OC, may choose to deliberately appoint people without subjecting them to metamorphosis stage so that they bring organizational change. We shall take up the issue and strategy of bringing organization change in a separate unit.
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December 15, 2008 at 10:05 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software
Encounter: After gaining and entry into the organization new members faces and encounter stage. There is always a possibility of difference between his expectations of an organization and the OC. If the expected image and OC matches, then encounter stage passes off smoothly leading to confirmation of the image. If the imbalance between the two is acute, the person has usually two choices open. First, he undergoes further socialization which detaches him from his previous expectations, replaces these with another set of expectation and thus helps him get adjusted to the prevailing system. Second, he drops out due to disillusionment. In both the cases the final result is the same: the status quo of traditions and customs are maintained.
Metamorphosis: People who had discovered an anomaly between their expectations and OC, but decided not to drop out, enter into the metamorphosis stage. They must sort out their problems and go through change-hence this is called metamorphosis. When this metamorphosis is complete, the member’s developed a uniform perception of OC and feel ‘comfortable’ with the organization and job. Successful metamorphosis results in the member’s productivity being as per organization’s ‘norm’, ‘average’ commitment and lowered propensity to leave the organization. All these are indications of “typical” or “normative” behavior.
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December 12, 2008 at 8:56 am
· Filed under Administration, Businesss, Consultative Organization, Finance, Management, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software ·Tagged Software, Finance, Organization, Management, Organizational Climate, Administration, Factor of Organizational Culture, Organizational Policy, Managerial Values, Organizational Structure, Consultative Organization, Businesss, Managerial Value
Through the most intense period of socialization is at the ‘fresher’ stage of entry into an organization, the process continue throughout one’s entire career in the organization. This is done to ensure traditions and to maintain uniformity. The people who do not learn to adjust to the culture of the organization become the targets of attack and are often rejected by the organization.
Socialization process has three stages:
- Pre arrival
- Encounter
- Metamorphosis
Pre arrival: This stage tries to ensure that prospective members arrive at an organization with a certain set of values, attitudes and expectations. This is usually taken care of at the selection stage itself. Selectors try to choose the “right type” of people, who they feel, will be able to “fit” the requirements of an organization. Thus an organization, even before allowing an outsider to “join”, makes an attempt to ensure a proper match which contributes toward the creation of a uniform culture within the organization. The views of the founding fathers of an organization as well as the ethos of the present tip management influences-consciously or inadvertently the selection of the parameters of this “proper-match”.
We will discuss on Encounter and Metamorphosis in next post.
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December 1, 2008 at 5:20 am
· Filed under Administration, Businesss, Determinants of Organizational Culture, Finance, Management, Organization, Organizational Climate, Organizational Size, Organizational Structure ·Tagged Organization, Management, Organizational Climate, Determinants of Organizational Culture, Administration, Businesss, Organizational Size
As our talk on Determinants of Organizational Culture today we are going to discuss on Characteristics of Members and Organizational Size
Characteristics of Members
Personal characteristics of the members of an organization also affect the climate prevailing in the organization. For example an organization with well educated, ambitious and younger employees is likely to have a different OC than an organization with less educated, and less upwardly mobile, older employees. The former might inculcate an environment of competitiveness, calculated risk-taking, frankness of opinions, etc.
Organizational Size
In a small sized organization it is much easier to foster a climate for creativity and innovation or to establish a participative king of management with greater stress on horizontal distribution of responsibilities. On the other hand, in a large organization it is easier to have a more authoritative kind of management with stress on vertical distribution of responsibilities. This in turn leads to distinct environments as has been explained with the help of the concept of System 4 organization.
We have now studies seven basic determinants of OC. The lost is not exhaustive but these are the basic internal factors determining the internal environment of an organization.
In our next post we will continue our discussion on Organizational Size.
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