AN INTRODUCTION TO ORGANISATIONAL BEHAVIOUR

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1 AN INTRODUCTION TO ORGANISATIONAL
BEHAVIOUR Amanda Werner
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Learning outcomes

• Define the term organisational behaviour and
  discuss the multidisciplinary nature of this
  field.
• Give an overview of contemporary organisational
  structures and designs.
• Provide a profile of the 21st century manager and
  employee.
• Examine the challenges facing South African
  organisations with regards to organisational
  behaviour.

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Introduction

• Organisations are managed in order to achieve
  goals and objectives.
• The focus of organisational behaviour is
  organisational design, management, teams and the
  interaction between people and their working
  environment.
• An organisation is a collection of people who
  work together to achieve a variety of goals.
• Behaviour in an organisation refers to the
  behaviour of the individuals and groups within
  the organisation, as well as the interaction
  between members of the organisation and their
  external environments.

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Components of organisational behaviour

• Organisational behaviour embraces an
  understanding of
• peoples behaviour
• the management process
• the organisational context
• interaction with the external environment

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Interrelated dimensions of the organisation

• The individual
• The group/team
• The organisation
• The environment

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The interdisciplinary nature of organisational
behaviour
Overt aspects Vision, technology, equipment,
layout, dress code
Covert aspects Values, assumptions, conflict,
communication, perceptions, feelings, needs,
group dynamics
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The interdisciplinary nature of organisational
behaviour
Multidisciplinary behavioural science
Psychology
Anthropology
Sociology
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Organisational design and structure

• Purpose
• To coordinate the efforts of interdependent
  groups towards attaining goals
• To ensure information distribution and effective
  decision making
• To provide a formal framework for jobs, tasks,
  functions and relationships

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Span of control
1
4
16
1
64
8
256
64
512
1024
4096
4096
Span of 8
Span of 4
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Organic structures

• Flexible networks of multi-talented people
  performing a variety of tasks
• Change oriented
• Foster creativity
• Generalists performing flexible tasks
• Authority decentralised
• Broad-based decision making
• Lateral communication patterns

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Matrix structure

• Members grouped by functional and project team
• Report to two managers
• Possible problems
• Unclear lines of authority
• Significant dependence on information technology
• Increased job dissatisfaction
• Increased stress
• Individual contribution less definable
• Limited promotion opportunities

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Other forms of organic organisations

• Virtual organisation
• Network organisation
• Boundaryless organisation
• Shamrock organisation

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Organisational behaviour and the 21st century
manager

• Management is the process of working with and
  through others to achieve organisational
  objectives in an efficient and ethical manner.
• 21st century managers question old assumptions
  about how people in different geographical
  locations work together.

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Competencies of a 21st century manager(Gordon,
2002 150)

• Adaptability
• Knowledge and application of best practice
• Intercultural competencies
• Information technology skills
• Critical thinking skills
• Creativity
• Interpersonal effectiveness

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Challenges for organisational behaviour

• Managing in the global environment
• Adapting to discontinuity and change
• Achieving excellence through the management of
  human capital
• Utilising information technology for knowledge
  management
• Managing a diverse workforce for competitive
  advantage
• Developing organisational ethics

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Managing in the global environment

• People of different countries and cultures
  perceive work and life differently
  (motives/expectations)
• The emergence of virtual teams
• Virtual teams pose unique challenges to
  leadership.
• Cohesion and trust need to be created through
  shared goals.
• Planning and design are key factors in the
  success of a virtual team.

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Adapting to dicontinuity and change

• Changing external environments
• Work environment often temporary
• Organisations in constant state of flux
• Managers and employees need certain
  characteristics to cope in a changing environment

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Achieving excellence through the management of
human capital

• Effectiveness
• Efficiency
• Total quality management
• Employees need to share their knowledge, insight
  and experience so that the company can have a
  competitive advantage
• Engagement

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Utilising IT for knowledge management

• Using people to achieve innovation and creativity
• Knowledge management need to distribute
  knowledge/culture of putting knowledge into
  action
• Tacit knowledge
• Use of various types of technology
• Minding organisation (Rubinstein Firstenberg)

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Managing a diverse workforce as a competitive
advantage

• Diversity also arises from cultural, political,
  language, gender, religious and other
  differences.
• Diversity can become a companys competitive
  advantage (decision making).
• Companies implement diversity training
  programmes.
• Need to identify shared values.

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Developing organisational ethics

• Good ethics in a company equals good reputation
  of company in the market
• Corporate social responsibility
• Values of the organisation are reflected in the
  behaviour of its employees

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Conclusion

• An organisation needs to adjust to a changing
  environment.
• Successful organisations have developed more
  adaptive cultures that embrace integrated product
  design teams, teamwork, quality, diversity, a
  global outlook and continuous learning.