If all you have is a hammer, everything looks like a nail'

1

• If all you have is a hammer, everything looks
  like a nail.
• Attributed to A. Maslow

2
The Big Picture

• Chapter 1, 15, Kinicki Kreitner
• and more

3
McGregors theory X view(Management by control)

• Management must actively intervene - to direct,
  persuade, reward, punish, motivate, and control
  people and modify their behavior to meet the
  organizations needs

• Average (person) is indolentworks as little as
  possible
• ..lacks ambition, dislikes responsibility,
  prefers to be led.
• is inherently self-centered,
• is by nature resistant to change.
• is gullible, not very bright

McGregor, 1957, p. 13.
4
Theory y views (management by objectives)

• The essential task of management is to arrange
  organizational conditions and methods of
  operation so that people can achieve their own
  goals best by directing their own efforts toward
  organizational objectives.

• People are not by nature passivethey have
  become so as a result of experience in
  organizations.
• The motivation, the potential for development,
  the capacity for assuming responsibility, the
  readiness to direct behavior toward
  organizational goals are all present in people.

McGregor, 1957, p. 16-17.
5
An organization is

• A system of consciously coordinated activities
  or forces of two or more persons
• (Barnard, 1938 1968, p. 73).

6
Types of organizations

• For-profit
• To make money Microsoft, Grassroots Book Store
• Nonprofit
• To provide a service OSU, Community Outreach,
  Postal Service
• Mutual benefit
• To advance members interests political parties,
  labor unions, associations
• Adapted from Kinicki Williams, 2003. p. 251

7
Elements of Organizations

• Common purpose
• Coordinated effort
• Division of labor
• Hierarchy of authority
• Span of control
• Authority, responsibility and delegation
• Centralization vs. decentralization
• (Kinicki Williams, 2003, pp. 254-257)

8
Contingency approach

• It depends.
• upon the organization, industry, market,
  government, size, technology, goals, people,
  environment.the demands of the situation

9
Mechanistic vs. organic

• Jobs narrow, specialized
• Many rules and procedures
• Clear responsibilities
• Strict hierarchy
• Centralized decisions
• Vertical communication
• Emphasis on efficiency

• Broadly defined, adaptable jobs
• Few rules, procedures
• Informal, yet comprehensive communication
  channels
• Collaboration, teams
• Decentralized decision authority

A matter of degree
(Kinicki Kreitner, 2003, p.212 Robbins, 2003,
p. 191)
10
Organizational Effectiveness

• Goal
• Achievement

Process
Resources
Strategic constituents
Whats missing?
11
Corporate Stewardship, Sustainability and the
Triple Bottom Line

• From BA213
• Managerial Accounting
• Dr. Jeff Wong

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Stewardship

• Working definition
• The responsibility for taking care of resources
  entrusted to one
• Considers how the actions of an organization
  impact the environment in which it operates

13
Sustainability

• Development that meets the needs of the present
  without compromising the ability of future
  generations to meet their own needs.
• UN World Commission on the Environment and
  Development (Bruntland Commission)

14
Sustainable business practices

• Both corporations and governments are undertaking
  sustainability initiatives
• Price Waterhouse Cooper 2002 Survey of 140 major
  U.S. firms
• 75 adopted some sustainable practices
• 89 believe more emphasis in 5 years
• 72 rated the importance of sustainable business
  practices as 6 or higher on 10 point scale (10
  highest)
• (Price Waterhouse Cooper, 2002 Sustainability
  Report)

15
Oregon Initiatives

• Promotes a sustainable strategy for internal
  state government operations.1
• Directs state government to develop policies and
  programs that will be helpful to meet a goal of
  sustainability by 2025.2
• We should not continue to trade one essential
  aspect of well-being off against one another, but
  we should take actions that will sustain Oregons
  assets and put Oregon on the path to long-term
  prosperity in all aspects of life.
• 1 Executive Order No. EO 00-0,2000
• 2 Oregon Sustainability Act, 2001 (HB 3948)

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Triple Bottom Line

• Tool for reporting and disclosure
• Broader than traditional financial reporting (or
  effectiveness measures)
• Measures are typically firm and context specific
• Categories may be interdependent and overlap
• Three elements Economic, Environmental and Social

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Elements of the triple bottom line

• Economy
• Reflects activities relating to shaping demand
  for products and services, employee compensation,
  community contributions, local procurement
  policies and other monetary issues

• Environment
• Reflects the impact through processes, products,
  or services on the environment (air, water, land,
  natural resources, flora, fauna, and human health.

18

Elements of the triple bottom line - Society

• Reflects activities in shaping local, national or
  international public policy, equality, treatment
  of minorities, employee issues, and public
  concern - organizational citizenship
• Number of jobs created
• Amount spent on community relations
• Employee satisfaction ratings
• Employee retention, acquisition, and attrition
  statistics
• Employee safety statistics
• Amounts donated to charity
• Percentage of jobs outsourced

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Implementation of TBL

• The TBL is gaining momentum with U.S.
  corporations and other domestic entities, but
  appears to have taken hold most strongly and
  earlier in European, Australian, Canadian and
  Asian companies.
• Dr. Jeff Wong, 2004. Corporate Stewardship,
  Sustainability and Managerial Accounting, Oregon
  State University, College of Business

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Works Cited

• Barnard, Chester, I. (1938). The functions of the
  executive.Cambridge, MA Harvard University
  Press.
• Bruntland Commission. (1987). In M. Hempel (Ed.).
  Sustainable Communities Guide for Grassroots
  Activists (27)) 4(5).
• Kinicki, A Kreitner, R. (2003). Organizational
  behavior Keys, concepts, and best practices.
  Boston McGraw-Hill.
• Kinicki A Williams, B.K. (2003). Management A
  practical introduction. Boston McGraw-Hill.
• McGregor, D.M. (1957). The human side of
  enterprise. In W.E. Natemeyer (Ed.), Classics of
  Organizational Behavior (12-18). Oak
  Park,ILMoore.
• Robbins, S.P. (2003). Essentials of
  organizational behavior. Upper Saddle River, NJ
  Prentice Hall.