Fundamentals of Organisational Behavior
               Marions Panyaught Consultancy of Samani Int Ent
             (c)1982, SIE & Vasos-Peter John Panagiotopoulos II       %%  %%
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 Nadler-Tushman       ._______________.				     %%%
 Fit/Congruence       | Informal Org  |				   %% %%
._________. Strategy  |       ^ Formal|   .________.		%%%%  %%%%%%
|Inputs:  |---------->|Task<--|--> Org|-->|Outputs:|		     %%%
|Envir.   |<--------- |       v       |<--|Org     |	   Samani Intl Entpses
|Resources|           +____Individ____+   |Group   |		      %%%%
|History  |<------------------------------|Indiv   |		      %% %%
+---------+       Feedback                +--------+		 %%   %%  %%
Hierarchy of need satisfaction: 1)Physiological 2)Safety	   %% %% %%
  3)Belongingness/love 4)Esteem,recognition,respect,equity	      %%%
  5)Selfactualisation - realisn own potential			   %% %% %%
    (1 must be satisf to need 2, and so on)			 %%   %%  %%
Motivation   |  /'`\           **Set moderately hard goals**
  to         | /    \                   Merit pay may fail due to appearances
 Control     |       ''''........        of inequity or due to reliance on
             |__Uncontrlblty_____''''    satisfxn. of lower level needs
Motivating Potential (Hackman-Oldham)= (Skill variety+Task Identity +
         Task significance)*Autonomy*Job feedback/3
Sometimes worth consider groups rather than indivs,even when hire(Leavitt)
   But danger of groupthink&satisficing incrementalism(experience opp innovn)
      satisficing: achieving only what is minimally sufficient
      incrementalism: min change from current sitn .'. min thought/work
More educated persons tend answer questionairres closer to mean
Leaders:introverted,intuitive,projective,autonomous,influencing,organised
Managers:impersonal,passive,extroverted,need to be popular (WWBurke)
Leaders are always fair, firm, calm, plain-speaking and plain-dealing
and won't try to sneak in excess baggage or hidden agendas.
    compet\    /collab                  Competing: Put foot down where stand
Conflict | \  /.....Integrating       **Collaborg: let's reason together**
  Assert-|  \/           dimension      Comprmsng: give to get
 -iveness|  /\                          Avoiding : let sleeping dogs lie
         | /  \......Distributive       Accomdtng: Better give than recieve
     avoid/____\accom    dimension
      Cooperativeness    Process: Frustrn->Conceptlsn->React->Reslt(KWThomas)
Organisational design: optimal knowledge flow -- know only what need to
    Getting info costly, so is missing it...best when have opt amt info(Hayek)
   Must have free up-down & lateral communicn. Even seating plan counts
   Control is important but can stop necessary activities in red tape
Power: optimally equilibrates to those who use best for org(Salancik&Pfeffer)
   Sticky equillibrium:those in power satisfice to save selves;evntly kill org
Forcng change:give forml&infrml supprt,indic past forgotten,don't show fear
    (selffulfillng)of disobednc,fire/mov peopl/offcs,setup intrdept task forces
    w/hi authority,make backgrnd theory for change understd,form polit coaltns
Getting commitment is easy, keeping it focused isn't (Salancik)
Dealing with resistance:Education,communication,participtn,involvement,negotn
    manipulation,co-optation(<--long range...short-->)(Kotter-Schlesinger)
   Spend time,persist,exchange status for substnc,facilitate opposn participn,
    try again many times (if probablty hit once lo,hit many),provide garbage
    issues@start to absrb willgness for debate,be unobstrctv,interpret
    history:write minutes so force others think said what you want (TJPeters)
Organistnl growth stages:(ENTREPRENRL)creatvty,crisis of leadrshp,growth via
direction (FUNCTIONAL org desn),crisis of autonmy, gro thru delegtn (MATRIX:
fct v product/result-of-activity ... 2ble managers),crisis of control, gro via
coordn(result or prod orientn),crisis of red tape, gro thru collabrn ...
crisis of ?.....(Galbraith,Nathanson&Greiner)