Chris Argyris
Datos Biográficos
| ID | 3609196 |
|---|---|
| NOMBRE | Chris Argyris |
| NOMBRES | Chris |
| APELLIDO | Argyris |
| FIRMA | ARGYRIS C |
| AFILIACIONES | Harvard University |
| VERIFICADO | No |
| TOTAL DE OBRAS | 88 |
| TOTAL DE CITAS | 453 |
| TOTAL COMO AUTOR | 88 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1950 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2018 |
| ÍNDICE H | 10 |
Part III
Organizational Effectiveness and Ineffectiveness
One of the difficulties encountered in understanding organizational effectiveness is that as a result of the internal imbalances, conflicts, interdepartmental rivalries, protective mechanisms, discussed in the previous part, each group in the organization tends to develop its own concept of organizational effectiveness which is consonant with and helps to reinforce their experience, and which each group believes to be essentially correct. Indeed …
Evaluating, Hiring, and Terminating Employees 1
Let us now examine evaluation procedures such as merit ratings and management performance reports. There are many varieties and programs of evaluation activities. In the final analysis, they are activities designed to measure the individual’s present development and future potential. In the writer’s opinion, at their best they do not provide positive influence for the growth of the subordinate being evaluated. At worst they magnify the subordinat…
Organizational Staffing and Job Design
In this chapter we will focus on how to modify the staffing of organizations as well as parts of the technology in order to inhance the opportunity for psychological success and organizational effectiveness.
The Nature of the System
In the previous chapter we saw that adaptive activities are created by the employees to help them adapt to their work world so that they may reasonably accomplish what is expected of them. In creating the adaptive activities, they have actually created a world with values that are different from, and often antagonistic to, those implicit in the initial design of the organization. For example, the organization sanctions values such as neatness, in…
Summary of Part I
At all levels there is behavior that is not productive in the sense of helping the organization achieve its objective(s). For example, at the lower levels we found apathy, indifference, and noninvolvement. The first-line supervisors spent much energy coping with the problem of being “the man in the middle.” At the upper levels we found conformity, mistrust, inability to accept new ideas, and fear of risk taking.
Introduction to Individual and Organizational Effectiveness
One of the main themes of this book is that the problem of integrating the individual and the organization is one in which both have to “give a little” to profit from each other. One of the major issues is how much should each “give”? Is it possible to maximize these relationships? I doubt it. Nor does an optimal integration seem likely in the near future. Borrowing from March and Simon, 1 it is suggested that the best that can be offered in this…
The Organization of the Future
In the past several chapters we have been brainstorming about possible ways to redesign organizations. If these ideas seem plausible and worth exploring seriously, our mission has more than succeeded. If, in addition, the views seem disconnected, with some discussed more fully than others, and do not form an integrated whole, the state of the writer’s thinking has also been communicated. It would be good if an organized picture could be presented…
The Organizational Dilemma
Organizations are usually created to achieve objectives that can best be met collectively. This means that the sequences of activity necessary to achieve the objectives are too much for one individual and they must be cut up into “sequential units” that are manageable by human beings. At the individual level the units are roles; at the group level the units are departments These units are integrated or organized in a particular sequence or patter…
The Input
The task before us is to examine the internal make-up of formal organizations to see what factors inhibit and what facilitate organizational effectiveness. Organizations, we suggested in the first chapter, are open systems with inputs, internal make-up, outputs, and corrective feedback mechanisms. The analysis in this chapter begins by examining the nature of the inputs and their relationship to organizational effectiveness.
The Nature of The System
Employees are living organisms capable of adapting to their environment. Part of the adaptation may take the form, as we saw in Chapter 3 , of “accepting” the environment and the concomitant dissatisfactions, stress, and lower mental health that may be associated with it. However, employees are also capable of modifying their working world so that they can express some of their frustrations, decrease them, or partially avoid them.
Managerial Controls, Rewards and Penalties, and Incentive Systems
We turn from changes in the organizational structure, the staffing, and the design of work to the changes that may help to make control systems more effective. More specifically, we shall attempt to redefine managerial controls such as budgets, reward and penalty systems, and incentive systems in such a way that they begin to approximate the right ends of the continua. Churchmen defines the control process as “the process of deciding when to test…
Using the Model to Explore Other Studies
One of the central questions at the boundaries of sociology and psychology is the use of each discipline by the researchers of the other. There are psychologists who tend to ignore completely the sociological variables and sociologists who ignore the psychological ones.
Empirical Work Illustrating Aspects of the “Mix” Model
In the previous chapter we conceptualized what seemed to us to be some of the essential properties of the construct organization. We pointed out that the resulting model is also a construct, an analytical guess. The next requirement is to use the model in conducting research.
The “Mix” Model
We have defined organizational effectiveness as a system manifesting increasing outputs with constant or decreasing inputs or constant outputs with decreasing inputs. We have called the energy inputs “psycho-logical energy.” The problem of effectiveness is to increase the amount of psychological energy available for work.
Organizational Pseudo-effectiveness and Individual Pseudo-health
In this chapter we intend to explore, in a very preliminary manner, some insights that are possible by relating our concepts of organizational effectiveness and pseudo-effectiveness to individual health and pseudo-health.
The Organizational Structures of the New System
How can we create a system that will tend to lead to increased outputs with decreasing or constant inputs and do this repeatedly? Such an organization will need to increase the effectiveness of its three core activities.
Integrating the Individual and the Organization
The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris. This book examines how individuals in organizations can become more effective, in turn making organizations more effective. It explores the conventional pyramidal structure of organizations, in which there…
Double‐Loop Learning
Learning occurs whenever errors are detected and corrected. An error is any mismatch between intentions and actual consequences
Organizational Traps
This book questions why organizations often do not function effectively, focusing on leadership, cultural change, and organizational design. It considers how organizations often espouse a particular objective and yet frequently employ means of implementation that contradict that objective. The book illustrates how dysfunctional behaviour abounds in organizations and conflict is frequently avoided rather than dealt with openly, with the same argum…
The Capacity to Govern
Apprentissage organisationnel
Les organisations sont-elles capables d'apprendre ? Quels types d'apprentissages sont souhaitables pour elles ? Comment peuvent-elles développer leurs capacités d'apprentissage ? En quoi l'apprentissage organisationnel est-il une variable stratégique dans le management moderne ? Telles sont les questions auxquelles cet ouvrage dense et extrêmement documenté se propose de répondre. Les deux auteurs se penchent sur trente ans d'histoire de l'appren…
Kurt Lewin Award Lecture, 1997 Field Theory as a Basis for Scholarly Consulting
Field Theory as a Basis for Scholarly Consulting
Organizational Learning II
Integrating the Individual and the Organization
The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris. This book examines how individuals in organizations can become more effective, in turn making organizations more effective. It explores the conventional pyramidal structure of organizations, in which there…
Interpersonal competence and organizational effectiveness
Personality and organization
Understanding organizational behavior.
Theory in practice
This book is a practical guide to the reform of professional education. It is also a beacon to theoretical thinking about human organizations, about their interdependence with the social structure of the professions, and about theory in practice.
Some unintended consequences of rigorous research
The proper use of rigorous research designs in experimental or field settings tends to place subjects vis-a-vis the researcher and research assistants vis-a-vis the senior investigator in situations that are similar to those that organizations create for lower level employees. By drawing on organizationa l theory, predictions of S reactions such as dependency upon the researcher, overt and covert withdrawal, aggression toward the researcher, and …
Dangers in applying results from experimental social psychology
Organization Theory
Theories of action that inhibit individual learning
Organizational Traps
This book questions why organizations often do not function effectively, focusing on leadership, cultural change, and organizational design. It considers how organizations often espouse a particular objective and yet frequently employ means of implementation that contradict that objective. The book illustrates how dysfunctional behaviour abounds in organizations and conflict is frequently avoided rather than dealt with openly, with the same argum…
Organization and Innovation
The Use of Knowledge as a Test for Theory
The Use of Knowledge as a Test for Theory: The Case of Public Administration Get access Chris Argyris Chris Argyris Harvard University Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 1, Issue 3, July 1991, Pages 337–354, https://doi.org/10.1093/oxfordjournals.jpart.a037093 Published: 01 July 1991
Integrating the Individual and the Organisation
Participatory Action Research and Action Science Compared
Creating Effective Research Relationships in Organizations
The importance of behavioral science research is increasingly being recognized by administrators. They are looking for useful research results by attending hundreds of meetings where behavioral scientists discuss their research; reading journals and newsletters; and becoming surprisingly well-informed concerning the basic studies in the field. Other signs of the developing recognitions of the behavioral sciences are the increasing number of reque…
A Sociology of Organisations
Personnel
Initiating Change That Perseveres
Initiating Change that Perseveres Get access Chris Argyris Chris Argyris Harvard University Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 4, Issue 3, July 1994, Pages 343–356, https://doi.org/10.1093/oxfordjournals.jpart.a037215 Published: 01 July 1994
Social Science Approaches to Business Behavior
The Fusion of an Individual with the Organization
that all eight predictions were confirmed by the data provides presumptive evidence of the validity of the theory. It is tentatively concluded that perceived primary group pressures can have considerable effect on attitudes even when there is reason to doubt that group norms and sanctions are operating. It is suggested that the net effect of these perceived pressures is to increase the homogeneity of attitudes within a population, and that the gr…
Explorations in Consulting-Client Relationships
I should like to explore the role of the consultant based upon an analysis of two cases of a particular consultant group. Obviously one cannot generalize very much from such restricted data. This descriptive and exploratory report has as its objective the delineation of some issues and the generation of hypotheses. It marks the first stage of a long-range program whose ultimate goal is the development of appropriate models to understand the clien…
Diagnosing Defenses Against the Outsider
Human Problems of a State Mental Hospital
The Member-Centered Conference As a Research Method, I
Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Peer Review Share Icon Share Facebook Twitter LinkedIn Email Tools Icon Tools Get Permissions Cite Icon Cite Search Site Citation Chris Argyris, Graham Taylor; The Member-Centered Conference As a Research Method, I. Human Organization 1 December 1950; 9 (4): 5–14. doi: https://doi.org/10.17730/humo.9.4.x6w60m1646290872 Download citation file: Ris (Zotero) Reference …
Field Methods and Techniques
Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Peer Review Share Icon Share Twitter LinkedIn Tools Icon Tools Get Permissions Cite Icon Cite Search Site Citation Chris Argyris; Field Methods and Techniques: A Note on a Research Technique: The Flow Chart. Human Organization 1 December 1951; 10 (4): 37–38. doi: https://doi.org/10.17730/humo.10.4.b652822625742k4j Download citation file: Ris (Zotero) Reference Manag…
The Member-Centered Conference As a Research Method, II
Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Peer Review Share Icon Share Facebook Twitter LinkedIn MailTo Tools Icon Tools Get Permissions Cite Icon Cite Search Site Citation Chris Argyris, Graham Taylor; The Member-Centered Conference As a Research Method, II. Human Organization 1 March 1951; 10 (1): 22–27. doi: https://doi.org/10.17730/humo.10.1.24x4m124h4804221 Download citation file: Ris (Zotero) Referenc…
Diagnosing Defenses Against the Outsider
Organization and the Individual
The Fusion of an Individual with the Organization
that all eight predictions were confirmed by the data provides presumptive evidence of the validity of the theory. It is tentatively concluded that perceived primary group pressures can have considerable effect on attitudes even when there is reason to doubt that group norms and sanctions are operating. It is suggested that the net effect of these perceived pressures is to increase the homogeneity of attitudes within a population, and that the gr…
Executive Leadership
Measuring Group Cohesiveness
Executive Leadership
Personality Fundamentals for Administrators
Satisfactions in the White Collar Job
Personality and organization
Human Problems of a State Mental Hospital
Personality and Group Relations in Industry
Book Note and Review
The Unhappy Bureaucrats
Effecting Change in Large Organizations
Creating Effective Research Relationships in Organizations
The importance of behavioral science research is increasingly being recognized by administrators. They are looking for useful research results by attending hundreds of meetings where behavioral scientists discuss their research; reading journals and newsletters; and becoming surprisingly well-informed concerning the basic studies in the field. Other signs of the developing recognitions of the behavioral sciences are the increasing number of reque…
Hawthorne Revisited
Understanding organizational behavior.
Organization Theory
Personnel
Understanding Organizational Behavior
Understanding Organizational Behavior
Understanding Organizational Behavior
Psychology (35 obras) · Business (31 obras) · Sociology (29 obras) · Computer Science (27 obras) · Political science (27 obras) · Organizational Learning and Leadership (17 obras) · Economics (16 obras) · Management and Organizational Studies (16 obras) · Management (11 obras) · Management Theory and Practice (11 obras)