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CHRIS ARGYRIS
Humanistic Approach to Management
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INTRODUCTION
Born in Newark, New Jersey on July 16, 1923. Graduated with a B.A. in Psychology from the University
of Worcester in 1947.
M.A. in Psychology & Economics from Kansas Univ. in1949.
PhD. in Organizational Behaviourfrom Cornall Univ. in1951.
Appointed as James Bryant Conant ProfessorofEducation and Organizational Behaviour at HarvardUniversity in 1971.
Received an Honorary Doctor of Laws degree fromUniversity of Toronto in 2006.
Argyris is currently a Director of the Monitor Company
in Cambridge, Massachusetts.
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Argyriss Major Work
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Argyriss Approach to Management
He contends Contemporary Management Practices whichemphasize Highly Directive and Control OrientedBehaviourwhich is actually counterproductive.
Focuses on diagnosing Human Relations in anorganization.
He emphasizes on harnessing the Individuals potential
forS
elf-realization orS
elf-actualization for the benefitof the individual and the organization.
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Argyriss Critique on Formal
Organization
Creates in healthy individual, feelings of failure andfrustration, short-term prospective and conflict.
Reduce tasks to minimal specialized routines that are
directed and controlledby series of supervisors.
Individual is not a forward-lookingemployee.
Lack of employees participation in important decisions.
Individual ispassive and not creative.
His concerns are restrictedto his own work problems.
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Fusion Process Theory
Fundamental Concept: Bothindividuals and organization areentities trying for self-realization.
Socializing Process :Individuals are made into the
agents of the organization.
Personalizing Process :Organizational groups are madeinto agencies for the individualself actualization.
Fusion process is simultaneous
operation of both Socializingand Personalizing process.
FUSIONPROCESS
Socializing
Process
Personalizing
Process
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Increasing Organizational Health
(I) Individual Development towards Personal Maturity
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Increasing Organizational Health (contd.)(II)IncreasingInterpersonalCompetence
INTERPERSONAL
COMPETENCE
Accepting Responsibility for
ideas & feelings
Showing Openness to
ideas & feelings
Experimenting with
ideas & feelings
Help others to accept,
show & experiment
with ideas & feelings
(II) Increasing Interpersonal Competence
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Organizing Future Structures
A PyramidalStructure: Perform limited routinetasks.
An adapted formal organizational structure:Offers scope for subordinate participation.
A defined but participative structure: Providesequal opportunity to each employee.
A matrix organization: Each employee has a
defined power and responsibility. T-group or sensitive training: Emphasizes on
training of employees for the full development oftheir individual potentialities.
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Model I Theory In Use
It illustrates how Single Loop Learningaffect human actions.
The four governing variables are :
Design goals unilaterally and try to achieve them;
Maximize winning and minimize losing;
Minimize generating or expressing negative feelings;
Be rational and objective;
Managers who work on Model I : Have a unilateral view of their world,
Aim to defend themselves and to impose themselves on
others.
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Model II Theory In Use
Describes how Double Loop Learningaffects human actions.
The norms here are:
Take action on Valid Information;
Take action after free and informed choice;
Internal commitment to choice and constant monitoring of its
implementation.
Managers who operate in Model II:
Are not defensive and thus participate in double-loop learning.
Look for contributions from others who are competent.
They confront their own basic assumptions to testing in public
and thus are flexible in changing these assumptions.
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Conclusion
The central focus was to analyze how thepersonaldevelopmentof the individual is affected by the kind ofsituation in which he works.
Present organizational strategies lead to
authoritarianism, dehumanization and organizationaldecay.
Objective to increase OrganizationalHealth andimprove Interpersonal Competence.
Emphasis organizations to provide an appropriateenvironment forSelf-realization.
Made significant contribution to defining the theory ofOrganizationalHumanism.