He theorizes that different forms of learning, combined with varying levels of maturity, combine with the processes of organizational communication to create positive and negative impacts for the business. There are three specific areas of impact that effect employees: motivation, empowerment, and accountability. Unlike other management theories, Argyris proposes that businesses have been taking the wrong approach. Many companies use single-loop learning, which tends to solve a problem based on the symptoms being seen instead of addressing the root cause of an issue.
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Biography[ edit ] Argyris was born a twin—along with Thomas S. Army Signal Corps. Whyte on organizational behavior. In Argyris started his academic career at Yale University as part of the Yale Labor and Management Center where he worked under its director and an early influence, E.
Wight Bakke. In he moved to Harvard University , where he was Professor of Education and Organizational Behavior, until his retirement. Argyris was active as director of the consulting firm Monitor in Cambridge, Massachusetts. This research resulted in the books Personality and Organization and Integrating the Individual and the Organization He then shifted his focus to organizational change, in particular exploring the behaviour of senior executives in organizations, in Interpersonal Competence and Organizational Effectiveness and Organization and Innovation He has also developed this thinking in Overcoming Organizational Defenses and Knowledge for Action Adult personality[ edit ] Argyris believed that managers who treat people positively and as responsible adults will achieve productivity.
Mature workers want additional responsibilities, variety of tasks, and the ability to participate in decisions. He also came to the conclusion that problems with employees are the result of mature personalities managed using outdated practices.
Putnam,  not to be confused with Robert D. Putnam , and Diana McLain Smith  advocates an approach to research that focuses on generating knowledge that is useful in solving practical problems. Human actions are designed to achieve intended consequences and governed by a set of environment variables. How those governing variables are treated in designing actions are the key differences between single-loop learning and double-loop learning. When actions are designed to achieve the intended consequences and to suppress conflict about the governing variables, a single-loop learning cycle usually ensues.
On the other hand, when actions are taken, not only to achieve the intended consequences, but also to openly inquire about conflict and to possibly transform the governing variables, both single-loop and double-loop learning cycles usually ensue. Argyris applies single-loop and double-loop learning concepts not only to personal behaviors but also to organizational behaviors in his models. Model 1 illustrates how single-loop learning affects human actions.
Model 2 describes how double-loop learning affects human actions.
Argyris Theory Explained
Pattern B represents the same qualities as Theory Y. Argyris also developed the Immaturity-Maturity Theory. This theory states that as we age our personality traits change from immature to mature. Pattern B people and groups resemble Theory Y traits and are more flexible and open to new ideas. Chris Argyris also developed the Theory of Immaturity-Maturity. Individuals progress at different rates from the total immaturity of early childhood being passive, dependent, shallow, limited activity to maturity active, independent, deeper thoughts, more varied interests.
Next Argyris Maturity Theory, presented by Chris Argyris in Personality and Organization, is one of the many theories that seek to explain the human nature and behavior. A mature person is characterised for being active, independent, self-confident and self-controlled. On the contrary, an immature person is passive, dependant, has lack of confidence and feels need of control by others. Agryis believed that managers who treat people positively, and are responsible adults, will achieve the highest productivity. He thought that common problems of employee avoiding work, lack of interest, alienation and low morale may be signs of mismatch between management practice and mature adult personality. His solution to the problem is to expand job responsibilities; allow more task variety and adjust supervisory styles to allow more participation and promote better human relations.
Explain Chris Argyris's theory of immaturity to Maturity stages.?