Week 2 Organisational Behaviour Presentation
- 1. Organisational BehaviourWeek 2 Business IT/Systems
- 2. Presentation Reading This presentation is based on Chapter 2 of Laurie J. Mullins book on Management and Organisational BehaviourThis can be accessed in the University Library on shelf number:658.4 MUL
- 3. What is Organisational BehaviourOrganisations can’t exist without the people who work within themUnderstanding the behaviour of people within organisations is essential in the modern business worldOrganisational Behaviour is the study of individual and group behaviour, and patterns of structure in order to help improve organisational performance and effectiveness Does NOT replace Management Theory, but has a close relationship with it
- 4. Why Study OB, I thought this was a course on Business IT ?Chris Argyris (1964) Integrating the Individual and the Organisation, John Wiley and Sons ‘Organisations are extremely complex systems. As one observes them they seem to be composed of human activities on many different levels of analysis. Personalities, small groups, intergroups, norms, values, attitudes all seem to exist in an extremely complex multidimensional pattern. The complexity seems at times almost beyond comprehension.’
- 5. To Understand OB you need...To Understand:The Behaviour of PeopleThe Process of ManagementThe Organisational ContextThe Organisational Processes and Execution of WorkInteractions with External Environment
- 6. A Framework for OB
- 7. Wilson, argues...F. M. Wilson, (1999) Organisational Behaviour: A Critical Introduction, Oxford University PressWe need a wider view of organisational behaviourWe need to take into consideration:Rest and PlayEmotion and FeelingDefinitions of men’s or women’s workThe meaning of work for the UnemployedMoonlighting
- 8. Influences on OBThe Individual:Work in Isolation or as part of a GroupRespond to Organisation expectations or influences of the external environmentIncompatibility between individual needs and the demands of the organisation, can lead to frustration and conflictManagement needs to balance satisfaction of individual needs and the attainment of organisational goals
- 9. Influences on OBThe Group:Formal groups constructed by the organisationInformal groups arising from social needsGroups can develop own hierarchies and leadersGroup pressure on individual behaviourComplements our understanding of Individual behaviour
- 10. Influences on OBThe Group:Formal groups constructed by the organisationInformal groups arising from social needsGroups can develop own hierarchies and leadersGroup pressure on individual behaviourComplements our understanding of Individual behaviour
- 11. Influences on OBThe Organisation:Creates structure through which management can establish relationships between individuals and groupsA formal structure to achieve aims and objectivesBehaviour is affected by the formal structuring of an organisation through their:Technology usageStyles of leadershipSystems of managementProcess planning, direction and controls
- 12. Influences on OBThe Environment:The affects can be:Technological and scientific developmentsEconomic activitySocial and cultural influencesGovernmental actionsRelates to the management of opportunity and riskGlobalisation means that organisations need to respond to multiple markets and local requirements
- 13. The 3 Disciplines of OB
- 14. The Psychology of OBThe study of human behaviour within the individual and small groupsFocus on the individual as a whole person, in what can be termed the ‘personality system’Interested in individual perceptions, attitudes and motivations
- 15. The Sociology of OBThe study of social behaviour, relationships among social groups and societies, and the maintenance of orderFocus of attention on social structures and positions in those structuresInterested in the relationship between leaders and followers
- 16. The Anthropology of OBThe study of humankind and human behaviour as a wholeFocus on the cultural system, the beliefs, customs, ideas and values within a group or society, and their comparisons between different culturesPeople depend on their culture for security and stability, so changes in environment can lead to adverse effects
- 19. Morgan’s MetaphorsG. Morgan, (1997) Images of Organization, Second Edition, Sage PublicationsOrganisations are complex so useful to have metaphors to help identify different typesMorgan uses 8 different metaphors
- 20. Morgan’s Metaphors: 1MachinesEfficient operation in a routine, reliable and predictable wayBureaucratic structure provides form, continuity and securityFunction best in stable and protected environments
- 21. Morgan’s Metaphors: 2OrganismsOrganisation as a ‘living system’An open system, able to adapt quickly to a changing environment Best when working in a turbulent and dynamic environment
- 22. Morgan’s Metaphors: 3BrainsSeen as inventive and rational, for flexible and creative actionsCapable of intelligent change
- 23. Morgan’s Metaphors: 4CulturesComplex systemsContain their own ideology, values, rituals and systems of belief and practice Evolve variations through social development
- 24. Morgan’s Metaphors: 5Political SystemsFocused on keeping order and directing peopleDefined by authority, power, superior-subordinate relationships
- 25. Morgan’s Metaphors: 6Psychic PrisonsOrganisations can become trapped by constructions of realityTheir inherited or mythical past affects their representation to the outside worldCan be used as a tool to explore the reality and illusions of organisational behaviour
- 26. Morgan’s Metaphors: 7Flux and TransformationTheir is always flux and transformation Organisations will always be dealing with these processesWe need to understand the sources and logic of transformation and change
- 27. Morgan’s Metaphors: 8Instruments of DominationAssociated with processes of social domination, groups and individuals imposing their will on othersThe pursuit of goals determined by the few, but implemented by the many Defined by the relationship between the modes of social domination and the control of their members
- 28. The Work EthicGoldthorpe, J. H. Et al (1968) The Affluent Worker, Cambridge University Press Instrumental: A means to an end, a calculative and economic involvement, clear distinction between work and non-work related activitiesBureaucratic: Sense of obligation to work, a positive involvement in career progression, close link between work and non-work related activitiesSoldieristic: Ego involvement with work groups rather than organisation, non-work activities linked to work relationships
- 30. The People-Organisation The majority of people want to do a ‘good job’People respond to how they are treatedPerformance is affected by how staff perceive their treatment by managementNot always what is done by management, but by the way it is done that affects performanceManagers have to consider; work environment, systems of motivation, job satisfaction and rewardsPeople and organisations need each other
- 31. The Psychological ContractNot a written documentMutual expectations and satisfaction of needs from the people-organisation relationshipCovers a range of expectations of rights and privileges, duties and obligationsInvolves a process of giving and receiving by the individual and the organisation
- 32. Finding a BalanceStalker, K, ‘The Individual, the organisation and the Psychological Contract’, The Institute of Administrative Management, July/August 2000, pp. 28-34 Caring: genuine concern for staff well-beingCommunicating: talk about what the company is hoping to achieveListening: need to hear what is really being saidKnowing: the individuals, their families, personal wishes, desires and ambitionsRewarding: not always money, a genuine thank you or public recognition