After working through the Theoretical Foundations Powerpoint, select only one of the theories and discuss its usefulness in the context of managing organizations. Use online peer-reviewed journal research (case study research is best) to inform your writing, and to advance the theoretical discussion beyond what you encountered in the PowerPoint. You may select a theory that you will eventually use elsewhere in the course.

Identify the consequences of having dissatisfied employees and describe ways of applying the four theories of job satisfaction and how you would use them to boost job satisfaction. Discuss how intrinsic and extrinsic motivation factors affect job satisfaction.

When answering consider how goals may help with job satisfaction and how to design jobs to enhance motivation.

2:19 Introduction to the Theoretical and Conceptual Foundations of Organizational Management: A Primer MGMT 600 Organizational Management References for all citations located at the end of the Syllabus Introductory Word About Management Much has been said and written about management and leadership over the past century, particularly in the latter part of the 20th century. Note that each term-"management" and "leadership"-are distinct. As students of management, it is important to understand the various roots and schools of thought from which contemporary management studies emerge so that you can sort through and make sense of the myriads of books and approaches you will invariably encounter, and so that you can reach a sense for differentiation between the terms "leadership" and "management." Keep in mind that this is ONLY an introduction. This Lecture Contains Three Main Sections: AA myclassroom.apus.edu C2:19 II" 5. -' This Lecture Contains Three Main Sections: 0 Differentiating Leadership and Management 0 Approaches to Organizational Management 0 Motivational Theories and Concepts for Organizational Management Differentiating Leadership and Management Leaders and Managers are both essential to the effective functionality of organizations. Note that there are distinct differences between them, characterized by Warren myclassroom.apus.edu 2:19 Note that there are distinct differences between them, characterized by Warren Bennis' description: "Managers are people who do things right, while leaders are people who do the right things. Leadership and Management Leadership Management Produces "Change and . Produces "Order and Movement" Consistency" Vision Planning/Budgeting Building/Strategizing Organizing/Staffing Aligning Controlling/Problem- solving People/Communicating Motivating/Inspiring Leaders vs. Managers Leader Tendencies Manager Tendencies Focus on the future Focus on the present Create change Maintain status quo Implement policies Create a culture based on and procedures shared values Remain aloof and Establish emotional link maintain objectivity with followers Use position power Use personal power Check out the "Team Technology" website as a good resource to distinguish leaders and managers: http://www.teamtechnology.co.uk/leadership/management/overview/ myclassroom.apus.edu2:19 Check out the "Team Technology" website as a good resource to distinguish leaders and managers: http://www.teamtechnology.co.uk/leadership/management/overview/ Personal Definitic Organiza differences Flexible Status-que Principle Conceptual differences Subset Long-term Short-term Leadership Change Stability and order Empower Functional differences Leading by doing by asking power Behavioral differences Thematic Network for Differentiating Between Leadership and Management Source: Toor, S. (2011). Differentiating leadership from management: An empirical investigation of leaders and managers. Leadership and Management in Engineering, 11(4), 310-320. Approaches to Organizational Management A starting place . . . Definitions Organizing: "A consensually validated grammar for reducing equivocality by means of sensible interlocked behaviors. To organize is to assemble ongoing myclassroom.apus.edu2:19 Management: The creation of "conditions that make people want to perform as desired" (Greenberg, 2010, p. 7). Two Approaches to Describing Management in Organizations The Historical Approach to Management The Historical Approach to Management examines the evolutionary development of management science, including a look at the classical advancement of management through behavioral and quantitative lenses. The Contemporary Approach to Management The Contemporary Approach to Management examines the applications/streams of how management practice is conceptually organized, such as through "frames," "systems," "total quality management," and "human resource management." The Historical Approach to Management of Organizations The classical advancement of management through behavioral and quantitative lenses myclassroom.apus.edu2:19 The historical/classical viewpoint of management has its roots in rationalism, and emphasizes finding way to manage and work with greater efficiency. There are two main sections of the classical viewpoint of management: Scientific Management: Fredrick W. Taylor and Frank & Lillian Gilbreth ("Cheaper by the Dozen" fame) pioneered scientific study of work methods to increase productivity (e.g., motions studies, differential pay rates) Administrative Management: Henri Fayol and Max Weber applied management of overall organizations through systematic planning, defined hierarchy, job specialization, defined procedures, and merit pay. Bonus: Weber's Concept of Bureaucracy . An "office" is to be held by the person most qualified . The duties, power, and authority of an "office" are clearly defined . Procedures are clearly defined and followed in order to allow for an exchange of people . Requires a stable environment . Originally defined by Weber as an "ideal type" - not what eventually developed Historical/Behavioral Viewpoint The historical/behavioral viewpoint of management focuses on the understanding of what causes workers to achieve. There are essentially three phases of the historical/behavioral viewpoint: Early behaviorism: Hugo Munsterberg, "The father of industrial psychology" studied matching people with jobs; working conditions; motivation; Mary Parker Follett emphasized worker empowerment; Elton Mayo's "Hawthorne Effect" demonstrated that employee productivity increases through the psychological stimulus of being made to feel important. The Human Relations Movement: Abraham Maslow's "Hierarchy of Needs": 1. Physiological, 2. Safety, 3. Love, 4. Esteem, 5. Self-actualization; Douglas McGregor proposed Theory X and Theory Y (pessimistic vs. optimistic view of workers). myclassroom.apus.edu2:20 Douglas McGregor proposed Theory X and Theory Y (pessimistic vs. optimistic view of workers). Behavioral Science: This phase concludes that scientific research (in psychology, sociology, anthropology, economics, etc.) proves theories about human behavior that can produce effective tools to manage people in organizations. Quantitative Viewpoint The quantitative viewpoint of focuses on the application of quantitative techniques, statistics, and technological simulations to more effectively manage organizations. There are essentially two quantitative branches: Management Science: Using Mathematics to aid in problem solving and decision making. This includes scientific research (typically non-behavioral) related to the practice of management. Operations Management: Stevenson (2009) defines operations management as "the management of systems of processes that create goods and/or provide services" (p. 4). Terms associated with operations management typically include: supply chain, demand, forecasting, capacity planning, facilities, scheduling, quality assurance, optimum inventory levels, system design, engineering, purchasing, budgeting, distribution, maintenance. Organizational functions that typically interface with operations includes: human resources, legal, accounting, information systems, and public relations. The Contemporary Approach to Management of Organizations The applications/streams of how management practice is conceptually organized The Systems View of Management The systems viewpoint of management sees organizations as a set of interrelated parts (or sub-systems) that operate together to achieve a common nurnoco and that thou may be aithor onon or alaced with innuta myclassroom.apus.edu2:20 Complex Adaptive Systems Complexity science suggests a paradigm for leadership that frames leadership as a complex interactive dynamic from which adaptive outcomes emerge; learning, Innovation Adaptability Complexity Leadership Theory focuses on enabling the learning, creative, and adaptive capacity of complex adaptive systems (CAS) within a context of knowledge-producing organizations. Bonus: Senge on Systems Thinking "In effect, the art of systems thinking lies in seeing through the detail complexity to the underlying structures generating change. Systems thinking does not mean ignoring detail complexity. Rather, it means organizing detail complexity into a coherent story that illuminates the causes of problems and how they can be remedied in enduring ways" (Senge, 2006, p. 124). Contingency Viewpoint The contingency viewpoint of management emphasizes the manager's approach as variable according to the individuals in the organization and the environmental situation. Manager's who use this approach will think "outside the box," and realize that there is likely more than one right way of doing something. Management should be viewed as a process, and therefore new ways to manage should be innovated and embraced, based on core beliefs: Is the belief worth challenging? Is it weak? Does it interfere with myclassroom.apus.edu2:20 Management should be viewed as a process, and therefore new ways to manage should be innovated and embraced, based on core beliefs: Is the belief worth challenging? Is it weak? Does it interfere with organizational goals? Is the belief universally valid? Counter examples? What can be learned from the examples? Does the belief serve the interests of the people? Do some of the people derive reassurance or comfort from this belief? Is the belief self-fulfilling? Is it true because we made it so? (From Gary Hamel) Bonus: Fiedler's Contingency Theory Certain conditions require certain leadership styles and vice versa: Leadership Style - a consideration of personality that moves toward relationship orientation or task orientation Situational Favorableness-three factors: leader-member, task structure and position power. Since leaders cannot change their styles it is necessary to change leaders to fit the specific needs of the organization with regard to its environment Quality Management Viewpoint The quality management viewpoint is dedicated to continuous quality improvement, training, and customer satisfaction. Regardless the "school" of thought regarding quality management, there are three terms that should be understood: Quality: this is the total ability of a product of service to meet the needs of the customer(s). Quality add value and competitive advantage to the product or service. Quality Control: this is the strategy for minimizing and limiting the amount of errors in the overall product or service through the management of each stage of production and/or preparation. Quality Assurance: this term focuses on the performance of the organizational members; employees are urged to strive for "zero defects" in the product or service. A challenge to be considered in quality assurance is the gap between the design/designer and the workers who produce or prepare the product or service. myclassroom.apus.edu