A

PRESENTATION

ON

Theories of Organisation Behaviour theorist,CHRIS ARGYRIS

Presented by:Ashish Pareek(09)

Gaurav (19)Nishant kumar(29)Prachi Kapoor(39)

Shahid Khan(49)Vandana Purohit(59)

Y agya Pratap Singh(59)

Areas of ResearchImpact of formal organizational structures, control systems, and management on individuals (and how they responded and adapted to them)

Organizational change, in particular exploring the behaviour of senior executives in organizations

Recent works focus on understanding how individuals reason, make decisions, and change behaviors in organizations.

Inquiry into the role of the social scientist as both researcher and actor

I) Maturity – Immaturity Theory

II) Theories of action: theory in use and espoused theoryTwo theories of action were suggested:

i) Theory-in-Use: Implicit in what we do as Practitioners. Govern actual behavior of individuals . Assumptions about self, others and environment.

ii) Espoused TheoryTheories which we call to speak of our actions to

others.The words we use to convey what we, do or what we

would like others to think we do

EMPOWERMENT•Argyris makes a distinction between external and internal commitment

• external commitment – Psychological survival mechanism, adaptive behaviour

• internal commitment- on basis of own reasons and motivations

Recommendations to managers –distinguish between jobs that require internal commitment establish working conditions to increase empowerment ultimate goal is performance help employees in making choices

Governing values

Strategies

Operationalised by

Consequences

MODEL 1 MODEL 2

Supress negative felingEmphasize rationality

Unillustrated attributions and evaluations Advocating courses of action which discourage inquiry

Defensive relationships Low freedom of choice

Valid information Free and informed choice Internal commitment

illustrated with relatively directly observable data Surfacing conflicting view Encouraging public testing of evaluations

High freedom of choice Increased likelihood of double-loop learning

ORGANISATIONAL LEARNING

According to this theory Individual members are continually engaged in attempting to know the organization, and to know themselves in the context of the organization

Individuals take help of individual maps to guide their query

Individuals in group feels that there assumptions were hidden but fact is that everyone knows about it

This routine behaviour is known as “skilled incompetence” which hinders the learning

ACTION RESEARCH

According to this theory, action is more important than knowledge

Knowledge is for understanding and explaining

INTERVENTION STRATEGY used by Argyris & Schon including 6 phase work are:-

Phase 1 Phase 2 Phase 3

Phase 4 Phase 5 Phase 6

Mapping the problems

The internalization of the map

Test the model

Invent solution and simulation of problems

Produce the intervention

Study the impact

CONCLUSION

Chris Argyris has propounded theories and strategies for both individual and organizational development

He said about managing people and not their knowledge

His research and developments help practitioners to improve and develop their organisations

He has developed appreciation of organizational learning, and, deepened our understanding of action research and experiential learning

THANK YOU