CH 2
CH 2
CH 2
Chapter
Management
2 Yesterday and Today
•Experimental findings
Productivity unexpectedly increased under imposed
adverse working conditions.
The effect of incentive plans was less than
expected.
•Research conclusion
Social norms, group standards and attitudes more
strongly influence individual output and work behavior
than do monetary incentives.
Educational Planning & Management 2–14
The Systems Approach
• System Defined
A set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.
• Basic Types of Systems
Closed systems
Are not influenced by and do not interact with their
environment (all system input and output is internal).
Open systems
Dynamically interact to their environments by taking in inputs
and transforming them into outputs that are distributed into
their environments.
• Organization size
• As size increases, so do the problems of coordination.
• Routineness of task technology
• Routine technologies require organizational structures,
leadership styles, and control systems that differ from
those required by customized or nonroutine technologies .
• Environmental uncertainty
• What works best in a stable and predictable environment
may be totally inappropriate in a rapidly changing and
unpredictable environment.
• Individual differences
• Individuals differ in terms of their desire for growth,
autonomy, tolerance of ambiguity, and expectations.
Educational Planning & Management 2–19
Current Trends and Issues
• Globalization
• Ethics
• Workforce Diversity
• Entrepreneurship
• E-business
• Knowledge Management
• Learning Organizations
• Quality Management
• Ethics
Increased emphasis on ethics education in college
curriculums
Increased creation and use of codes of ethics by
businesses
Educational Planning & Management 2–21
Exhibit 2–8 A Process for Addressing Ethical Dilemmas