HND Organisations

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HNDOrganisations Employment Law

• Lecture 1
• Introduction to Organisation Behaviour

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Course Outline - Organisations

• An introduction to Organisation Behaviour. The
  evolution of classical theory its relevance to
  current management thinking
• Approaches to organisation design formal
  organisational structure
• Bureaucracy, matrix, divisional functional
  organisation structures
• Technology organisation design. Environment
  organisation design

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Course Outline - Organisations

• Communication process, barriers to communication,
  communication records
• Group Effectiveness team dynamics
• Teambuilding its relationship with
  organisational goals

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Course Outline - Organisations

• Leadership Theories Trait, Behavioural,
  Situational, Contingency
• Empowerment, Transformational Leadership, Power
  Politics

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Course Outline - Organisations

• Organisational change resistance to change
• Personality, values attitudes, Diversity
  individual differences
• Motivation theories their application to the
  workplace

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Organisational Behaviour

• Individual group behaviour is at the heart of
  all aspects of organisational functioning
• Since it is accepted that management involves
  getting things done through people, and
  understanding of the behaviour of individuals
  within organsations, the sources of that
  behaviour the effect which individual group
  behaviour can have upon performance outcomes, are
  essential to effective management

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Historical Roots precursors of Organisation
Behaviour

• What is an Organisation
• A consciously coordinated social unit, composed
  of 2 or more people, that functions on a
  relatively continuous basis to achieve common
  goals or set of goals
• The study of Organisational Behaviour is
• the study of structure, functioning and
  performance of organisations, and the behaviour
  of groups individuals within them PUGH 1971
• A field of study that investigates the impact
  that individuals, groups, structure have on
  behaviour within organisations, for the purpose
  of applying such knowledge toward improving an
  organisations effectiveness

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Historical Roots precursors of Organisation
Behaviour

• Relatively young subject
• It is claimed the term was first used by Fritz
  Roethlisberger in the late 1950s, as it
  suggested a wider scope than the then
  fashionable, but contentious term human
  relations.
• Became a recognised subject area at Harvard
  Business School in 1962, with Roethlisberger as
  the first area head.
• First British appointment - Professor Derek Pugh
  at London Business School in 1970 Professor
  David Weir at Glasgow University Business School
  in 1974

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Historical Roots precursors of Organisation
Behaviour

• The term OB is verbal shorthand, which refers
  to the activities interactions of people in
  organisational settings.
• Organisations pervade our social, cultural,
  political, economic physical environment
• Organisations do not behave only people can be
  said to behave
• Study of organisations is multi-disciplinary,
  drawing from psychology, social psychology,
  sociology, economics political science, and to
  a lesser extent from history, geography
  anthropology
• The study of OB has become a distinct discipline

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Historical Roots precursors of Organisation
Behaviour

• Changes over the past 2 decades - shaping our
  expectations of the ways in which organisations
  their members should function.
• If early years of 21st century to reflect late
  1990s - 3 major factors will remain significant
• Globalisation
• The development of lean mean organisation
• Demographic trends

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Contemporary Organisation Behaviour -
Globalisation

• Most sectors will face increasing international
  competition
• Developments in the technology methods of
  distance learning - supported by e-mail video
  conferencing
• An international exchange in organisational
  thinking practice has developed
• Expansion of the European Union - pressure for
  pan-European legislation
• Cultural differences have a significant influence
  on OB knowledge of global trends developments
  is likely to become increasingly important in
  respect of our individual job prospects careers
  to organisational effectiveness.

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Contemporary Organisation Behaviour - Lean Mean

• World economic climate became increasingly
  volatile unpredictable during the 1990s for
  several reasons
• Most commercial organisations faced even stronger
  competition
• Public sector - combination of budget cuts,
  efficiency drives, government scrutiny of various
  kinds attempts to privatise or commercialise
  public services
• HOT books (Heathrow Organisation Theory) - how
  to run your organisation more effectively, more
  productively, more competitively
• consistent in their message - TQM, continuous
  improvement, business process re-engineering,
  delayering, downsizing, high performance work
  systems, cellular manufacturing customer
  orientation.

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Contemporary Organisation Behaviour - Lean Mean

• Climate in which this advice has flourished -
  characterised by rapid, radical change, in
  customer needs expectations in economic
  conditions.
• Organisations that are able to combine a
  competitive product with a skilled committed
  workforce a flexible rapid response to change
  are thus more likely to survive, on these
  assumptions, than those too rigid to adapt.
• Second half of 1990s - well publicised
  redundancy programmes. Manufacturing - 1990s -
  lean production became the conventional
  approach
• standardisation continuous refinement of work
  methods etc
• lean methods create problems - lean production
  can therefore, be mean too!
• Mid 90s - the anorexic organisation had a cost
  in terms of lack of dynamism loss of employee
  satisfaction commitment

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Contemporary Organisation Behaviour - Demographics

• Declining birth rates - once established
  consequence of rising affluence education
  levels - can generate labour shortages
• Increasing life expectancy is shifting the
  balance of the population
• New recruitment methods in response - require new
  working methods etc
• The effective management of a diverse workforce
  became a significant organisational theme in the
  1990s beyond

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Contemporary Organisation Behaviour - Demographics

• Increasing number of elderly people for each
  member of the labour force - tax payer
• Government policies to reduce public expenditure
  pass costs back to individuals private
  companies
• Has led to the creation of a number of newly
  privatised industries to the cost efficiency
  pressures on the remaining infrastructure

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Demographic, Organisational, Global

• Running an organisation is now more complex.
  Different related issues increased
  dramatically, range of priorities has grown
• management of diversity
• public expectations
• training development programmes - ethical
  leadership TQM

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Other Influences

• CUSTOMER CARE - relationship with end user -
  customer orientation
• Ecology movement - green issues
• Political Correctness
• Position Paper by CIPD in 1995 - summarised
  pressures - (People Make the Difference)

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Contemporary Organisation Behaviour

• Groups can achieve much more than individuals
  acting alone
• Our society is dependent on collective organised
  activity
• Organisations have a strong claim to the position
  of dominant institution in contemporary
  post-industrial society
• Ultimate limitation on human aspirations lies
  neither in intelligence nor in technology, but in
  our ability to work together effectively in our
  organisations

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Contributing disciplines to the field of
Organisation Behaviour

• Psychology
• Seeks to measure, explain sometimes change the
  behaviour of humans other animals individual
  behaviour
• Sociology
• study social system in which individuals fill
  their roles people in relation to their fellow
  human beings
• Social Psychology
• Focuses on interpersonal behaviour how why
  individuals behave as they do in group activities
• Anthropology
• Study societies to learn about human beings
  their activities work on cultures
  environments
• Political Science
• Behaviour of individuals groups within a
  political environment

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Toward an OB DisciplineRobbins
Learning, Motivation, Personality, Perception,
Training, Leadership Effectiveness, Job
Satisfaction, Individual Decision Making,
Performance Appraisal, Attitude Management,
Employee Selection, Job Design, Work Stress
Psychology
Individual
Group Dynamics, Communication, Power, Conflict,
Intergroup Behaviour
Sociology
Study of Organis-ational Systems
Formal Organisation theory, bureaucracy, Org
technology, Org change, Org culture
Group
Behavioural Change, Attitude change,
Communication, Group Processes, Group Decision
Making
Social Psychology
Comparative values, Comparative attitudes,
Cross-cultural analysis
Anthropology
Organisation System
Org Culture, Org Environment
Conflict, Intraorganisational politics, Power
Political Science
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An Organisations Behaviour Framework
OB Model 3 levels of analysis in OB. As we move
from individual level to the organisational
systems level, we add systematically to our
understaning of behaviour in organisations.
Building blocks each level is constructed upon
the previous level. Group concepts grow out of
the foundation laid in the individual section we
overlay structural constraings on the individual
group in order to arrive at organisational
behaviour.
Orgaisation Systems Level
Group Level
Individual Level
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Tutorial Questions

• Explain the meaning and nature of organisational
  behaviour
• Identify and outline major trends in approaches
  to organisation and management since the
  beginning of this century