Chapter # 7---Organizing Individuals

• Jobs---Generally routine/recurring, hence mechanistic performance.

People are treated more as objects than persons
• Manager’s role: 1. Make jobs more satisfying/meaningful 2. Jobs to be
in line with organizational goals
• Work and its organization: Job description-formal statement of the
responsibilities which the job entails
• Does work have meaning?: Inducements-financial (employees want
bonuses, wages) and psychological (employees want satisfaction,
recognition and freedom)
• Managers can contribute:
1. Physical layout (work setting)-comfortable and attractive, Employees
schedule can be changed from the 9-5 standard through:
• Four day workweek (10hours daily)
• Flextime-core hours chosen I.e. 10 a.m-3 p.m, the rest 3 hours can be
chosen by employees to suit their schedules
• Job sharing-Two workers perform one job-on a half day basis/alternate
weeks/alternate months. All used to boost employee morale. Make him
feel human and not a machine
2. Content of work-to contribute to psychological satisfaction
• Job scope-specialization vs. appropriate limits of job
enlargement/participation
• Making work more meaningful
• Reduce monotony of assembly line workers
• Creative design of work groups :
• Autonomous work groups-6-15 workers making own decisions,
taking responsibility for setting and meeting their own
production goals (operators+leader).
• Problems:
1. Workers didn’t like being evaluated by peers
2. Dissatisfaction with unequal pay levels
3. Leaders criticized at times, making things uncomfortable for
them
• Advantages:
1. Quality of product improved 2.Absenteeism declined
3. High plant safety 4.Worker morale good
• Ownership:Autonomy concept taken a step further i.e literal
and psychological autonomy
• Ford assembly plant-push button facility for adjustment or
correction )provided to every assembly line worker). 20-30
stoppages per day, but productivity remained the same.
Defects decreased. Complaints by the union decreased
• People express (success story)-everyone is a manager /
shareholder in the company and not the regular flight
attendants and pilots. Pilots (flight managers) not flying-
perform administrative duties. Flight attendants (customer
service managers)-reservations, handle baggage, load
passengers
• The Power of Authority-Authority is the key to the job of
management. You usually cannot get work done without authority. Types:
1. Totalitarian-Just telling/ordering people to do what you’re asking
2. Democratic-Asking people for participation as well
• Influence-a part of interpersonal interactions and has psychological or
behavioral effects
• Power-Influence backed by means to coerce compliance
• Authority-Influence backed by legitimate power
• Authority People and Positions
• Supervisor is given: 1) Part respectful obedience 2) Part obedience for
being boss.
• Boss may not always be right, but is always the boss
• Human psychology-ask people rather than ordering them, b/c that may
cause conflicts and dissatisfaction
• Sources of authority-Two theories regarding authority:
1. Formal authority theory-obedience in a given situation is a natural
consequence of authority arising out of a superior situation enjoyed b/c
of a position of ownership---This is my company, and if you don’t like the
way I want things, get out!
2. Authority acceptance theory-degree of acceptance and degree of non
acceptance. Accept orders willingly (theory x), or obey with reluctance /
disobey orders (theory y)
• Competence authority-Individuals who are experts in their field have
competence authority
• Expert is respected and accepted for his unique ability or knowledge
(Equipment broke down in a factory.Expert walked around machinery and
made a small tap with a hammer. Everything started functioning. Bill=$5
(for the tap) + $4,000 (knowing where to tap)=$4,005)
• College professor-formal authority (b/c of position) + acceptance authority
(b/c of competence)---not every professor will have acceptance authority,
all will have formal authority
• Formal authority lacking competence is resisted by employees. (Can’t just
say b/c I say so, need to back up with competence)
• Authority relationships
• Line position-a position in which managers and employees make decisions
and supervise activities that directly contribute to the performance of the
organization. In organizational chart, depicted vertically, one beneath
another E.g. Vice President, Habib bank, Northern region under CEO
• Staff position-a position in which managers and employees assist line
positions by providing information and guidance or performing specialized
tasks (technical tasks that line managers are unable to perform b/c of lack
of skill or time).Depicted by little boxes drawn on the side of some line
position. E.g lawyers who advise line managers (VP Habib bank) regarding
legal matters. Final decision is however made by the line managers
• Line authority-formal authority based on the hierarchical positions in
the chain of command (unbroken line of authority from bottom to top of
organization that defines reporting relationships)
 Make decisions
 Supervise employees in the line who help achieve organizational goals
• Staff authority-the authority to provide advice and to direct activities
within a particular functional area of expertise
 Can make recommendations but not final decisions
• Functional relationships-b/w line and staff divisions of an organization
exist whenever one position is given authority to cut across normal
organizational lines.
• Urgency/priority-everyone to provide required assistance.
Organizational procedures are intentionally short circuited. (research
staff has top priority (staff), so give them the information they want)
• Dangers in using staff-some are stated as follows:
• Undermine line authority (line managers may seem incompetent), cause
confusion of authority (who should we listen to) etc.
• Power and influence-terms influence, power and authority are used
interchangeably, but there are distinctions b/w them
• Influence-top of the list. Form of behavior or a psychological force that
causes someone to act in accordance with the wishes of another.(new
comer at office accepted by group leader, others follow leader and
accept)
• Power-way of achieving influence. Potential force, an ability to cause
someone to behave in a certain way. (leader is also a muscle-man, can use
threat of physical force to make people accept new comer)
• Authority-a form of power. Drives its force from the official position
that the person holds. (group leader is also boss, he/she can exercise
influence simply b/c of authority that comes with the position)
• Sources of power
1. Coercive-based on fear. If I don’t obey the superior, I will be punished.
2. Reward-based on incentives (monetary-increase in pay, psychological-
compliment for a job well done). If I obey the superior, I will be
rewarded.
3. Legitimate-based on position of superior in organizational
hierarchy.Manager has more legitimate power than the assistant
manager.
4. Expert-based on some skill, expertise or knowledge. Listen to peers or
even subordinates b/c they know more, or are experts.
5. Reverent-based on follower’s identification with the leader. Leader is
admired b/c of a personality trait. E.g Sufis and saints.