Week 2 Organisational Behaviour Presentation

Organisational Behaviour,[object Object],Week 2 Business IT/Systems,[object Object]

Presentation Reading ,[object Object],This presentation is based on Chapter 2 of Laurie J. Mullins book on Management and Organisational Behaviour,[object Object],This can be accessed in the University Library on shelf number:,[object Object],658.4 MUL,[object Object]

What is Organisational Behaviour,[object Object],Organisations can’t exist without the people who work within them,[object Object],Understanding the behaviour of people within organisations is essential in the modern business world,[object Object],Organisational Behaviour is the study of individual and group behaviour, and patterns of structure in order to help improve organisational performance and effectiveness ,[object Object],Does NOT replace Management Theory, but has a close relationship with it ,[object Object]

Why Study OB, I thought this was a course on Business IT ?,[object Object],Chris Argyris (1964) Integrating the Individual and the Organisation, John Wiley and Sons ,[object Object],‘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.’,[object Object]

To Understand OB you need...,[object Object],To Understand:,[object Object],The Behaviour of People,[object Object],The Process of Management,[object Object],The Organisational Context,[object Object],The Organisational Processes and Execution of Work,[object Object],Interactions with External Environment,[object Object]

A Framework for OB,[object Object]

Wilson, argues...,[object Object],F. M. Wilson, (1999) Organisational Behaviour: A Critical Introduction, Oxford University Press,[object Object],We need a wider view of organisational behaviour,[object Object],We need to take into consideration:,[object Object],Rest and Play,[object Object],Emotion and Feeling,[object Object],Definitions of men’s or women’s work,[object Object],The meaning of work for the Unemployed,[object Object],Moonlighting,[object Object]

Influences on OB,[object Object],The Individual:,[object Object],Work in Isolation or as part of a Group,[object Object],Respond to Organisation expectations or influences of the external environment,[object Object],Incompatibility between individual needs and the demands of the organisation, can lead to frustration and conflict,[object Object],Management needs to balance satisfaction of individual needs and the attainment of organisational goals,[object Object]

Influences on OB,[object Object],The Group:,[object Object],Formal groups constructed by the organisation,[object Object],Informal groups arising from social needs,[object Object],Groups can develop own hierarchies and leaders,[object Object],Group pressure on individual behaviour,[object Object],Complements our understanding of Individual behaviour,[object Object]

Influences on OB,[object Object],The Organisation:,[object Object],Creates structure through which management can establish relationships between individuals and groups,[object Object],A formal structure to achieve aims and objectives,[object Object],Behaviour is affected by the formal structuring of an organisation through their:,[object Object],Technology usage,[object Object],Styles of leadership,[object Object],Systems of management,[object Object],Process planning, direction and controls ,[object Object]

Influences on OB,[object Object],The Environment:,[object Object],The affects can be:,[object Object],Technological and scientific developments,[object Object],Economic activity,[object Object],Social and cultural influences,[object Object],Governmental actions,[object Object],Relates to the management of opportunity and risk,[object Object],Globalisation means that organisations need to respond to multiple markets and local requirements,[object Object]

The 3 Disciplines of OB,[object Object]

The Psychology of OB,[object Object],The study of human behaviour within the individual and small groups,[object Object],Focus on the individual as a whole person, in what can be termed the ‘personality system’,[object Object],Interested in individual perceptions, attitudes and motivations,[object Object]

The Sociology of OB,[object Object],The study of social behaviour, relationships among social groups and societies, and the maintenance of order,[object Object],Focus of attention on social structures and positions in those structures,[object Object],Interested in the relationship between leaders and followers,[object Object]

The Anthropology of OB,[object Object],The study of humankind and human behaviour as a whole,[object Object],Focus on the cultural system, the beliefs, customs, ideas and values within a group or society, and their comparisons between different cultures,[object Object],People depend on their culture for security and stability, so changes in environment can lead to adverse effects,[object Object]

The Organisational Iceberg,[object Object]

Week 2 Organisational Behaviour Presentation

Morgan’s Metaphors,[object Object],G. Morgan, (1997) Images of Organization, Second Edition, Sage Publications,[object Object],Organisations are complex so useful to have metaphors to help identify different types,[object Object],Morgan uses 8 different metaphors,[object Object]

Morgan’s Metaphors: 1,[object Object],Machines,[object Object],Efficient operation in a routine, reliable and predictable way,[object Object],Bureaucratic structure provides form, continuity and security,[object Object],Function best in stable and protected environments ,[object Object]

Morgan’s Metaphors: 2,[object Object],Organisms,[object Object],Organisation as a ‘living system’,[object Object],An open system, able to adapt quickly to a changing environment ,[object Object],Best when working in a turbulent and dynamic environment,[object Object]

Morgan’s Metaphors: 3,[object Object],Brains,[object Object],Seen as inventive and rational, for flexible and creative actions,[object Object],Capable of intelligent change,[object Object]

Morgan’s Metaphors: 4,[object Object],Cultures,[object Object],Complex systems,[object Object],Contain their own ideology, values, rituals and systems of belief and practice,[object Object], Evolve variations through social development,[object Object]

Morgan’s Metaphors: 5,[object Object],Political Systems,[object Object],Focused on keeping order and directing people,[object Object],Defined by authority, power, superior-subordinate relationships,[object Object]

Morgan’s Metaphors: 6,[object Object],Psychic Prisons,[object Object],Organisations can become trapped by constructions of reality,[object Object],Their inherited or mythical past affects their representation to the outside world,[object Object],Can be used as a tool to explore the reality and illusions of organisational behaviour,[object Object]

Morgan’s Metaphors: 7,[object Object],Flux and Transformation,[object Object],Their is always flux and transformation ,[object Object],Organisations will always be dealing with these processes,[object Object],We need to understand the sources and logic of transformation and change,[object Object]

Morgan’s Metaphors: 8,[object Object],Instruments of Domination,[object Object],Associated with processes of social domination, groups and individuals imposing their will on others,[object Object],The pursuit of goals determined by the few, but implemented by the many,[object Object], Defined by the relationship between the modes of social domination and the control of their members,[object Object]

The Work Ethic,[object Object],Goldthorpe, J. H. Et al (1968) The Affluent Worker, Cambridge University Press ,[object Object],Instrumental: A means to an end, a calculative and economic involvement, clear distinction between work and non-work related activities,[object Object],Bureaucratic: Sense of obligation to work, a positive involvement in career progression, close link between work and non-work related activities,[object Object],Soldieristic: Ego involvement with work groups rather than organisation, non-work activities linked to work relationships ,[object Object]

The People-Organisation ,[object Object],The majority of people want to do a ‘good job’,[object Object],People respond to how they are treated,[object Object],Performance is affected by how staff perceive their treatment by management,[object Object],Not always what is done by management, but by the way it is done that affects performance,[object Object],Managers have to consider; work environment, systems of motivation, job satisfaction and rewards,[object Object],People and organisations need each other,[object Object]

The Psychological Contract,[object Object],Not a written document,[object Object],Mutual expectations and satisfaction of needs from the people-organisation relationship,[object Object],Covers a range of expectations of rights and privileges, duties and obligations,[object Object],Involves a process of giving and receiving by the individual and the organisation ,[object Object]

Finding a Balance,[object Object],Stalker, K, ‘The Individual, the organisation and the Psychological Contract’, The Institute of Administrative Management, July/August 2000, pp. 28-34 ,[object Object],Caring: genuine concern for staff well-being,[object Object],Communicating: talk about what the company is hoping to achieve,[object Object],Listening: need to hear what is really being said,[object Object],Knowing: the individuals, their families, personal wishes, desires and ambitions,[object Object],Rewarding: not always money, a genuine thank you or public recognition,[object Object]

Week 2 Organisational Behaviour Presentation

Week 2 Organisational Behaviour Presentation

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Week 2 Organisational Behaviour Presentation