1. Management of Organisations Unit will look at the theoretical and philosophical foundations of management theory to analyse managerial work and behaviour in organisations What are the current issues that impact on organisations and how does this effect a managers role in an organisation 1

2. Unit outline Key Texts Huczynski and Buchanan(2007) Organisational Behaviour an Introductory Text Mullins (2007) Management of Organisation Behaviour Assessment Leadership and Team Building Day (Oct 21 st ) Individual Case Study report 3000 words Due in on the 2 nd Feb 2009 3 hr Exam 2

3. What is Organisational Management Why should Event Management students study this unit? What can this unit do for me when I leave University? Why will these theory’s effect me and how will studying this unit effect the way I think about management? 3

4. A Framework for analysis Figure 1.1 Organisational behaviour: a convenient framework of analysis 4

5. Influences on organisational behaviour The individual The group The organisation The environment 5

6. The individual Individuals are central to the study of organisational behaviour. Organisations are made up of individual members. Conflict arises if needs and demands of the organisation and the individual are incompatible. The task of management is to integrate individuals and the organisation as a means to attaining organisational goals. 6

7. The group Groups are essential to organisation work and performance. Can be formal or informal. Often develop their own hierarchies and leaders. Can influence individual behaviour and performance. Managerial understanding of group processes can help the task of integration. 7

8. The organisation Formal organisational structure is created by management. It establishes internal relationships. It provides order and systems. It helps to direct the organisation towards the achievement of organisational goals. Organisational design can have an impact on the behaviour of people within organisations. 8

9. The environment External environment affects organisations as the result of: Technological and scientific development Economic activity Social and cultural influences The impact of government actions Management needs to assess and manage the opportunities and risks presented by the external environment to the achievement of goals. 9

10. Organisational behaviour – a multi disciplinary approach Figure 1.2 Organisational behaviour – a multidisciplinary approach 10

11. Three main disciplines Psychology – The study of human personality and behaviour, including perception, attitudes and motives. Sociology – The study of social behaviour, relationships and order, including social structures, social position and leader – follower relationships. Anthropology – The study of mankind, including cultural systems, beliefs, ideas and values and comparisons between such systems. 11

12. Morgan’s organisational metaphors – Machines – Organisms – Brains – Cultures – Political systems – Psychic prisons – States of flux and transformation – Instruments of domination Morgan believes, we can interpret and understand the nature of organisations by the use of metaphors. We can describe them as: 12

13. International and cultural influences ‘The protestant version of the work ethic prevails, implying heads-down work, focused agendas, punctuality, efficiency. In French and Spanish offices, it takes the first hour to kiss everyone, the second to discuss local gossip and the third to pop out for a coffee and croissant. In Britain, these activities would count as sexual harassment, time-wasting and absenteeism.’ Reeves 13

14. Management as an integrating activity Figure 1.3 Management as the cornerstone of organisational effectiveness 14

15. The psychological contract A series of mutual expectations and satisfaction of needs arising from the people– organisation relationship. Rights, privileges, duties and obligations, which are not part of a formal agreement, but have an important influence on behaviour. 15

16. The Peter Principle ‘In a hierarchy every employee tends to rise to their level of incompetence.’ Pull – employees relationship – by blood, marriage or acquaintance with a person above the employee in the hierarchy Push - is some times manifested by an abnormal interest in study, vocational training and self- improvement 16

17. Parkinson’s Law ‘Work expands to fill the time available for its completion.’ 17

18. Changing Nature of Organisations Table 1.1 Contrasting the paradigms Source: Bouchikhi, H. and Kimberly, J. R., ‘The customized workplace’, in Chowdhury, S. (ed.) Management 21C, Financial Times Prentice Hall (2000), p. 215. Reproduced with permission from Pearson Education Ltd. 18

19. Importance of people and organisational behaviour ‘One way to recognise why people behave as they do at work is to view an organisation as an iceberg. What sinks ships isn’t always what sailors can see, but what they can’t see.’ Hellreigel, Slocum and Woodman 19

20. The organisational iceberg 20 Figure 1.8 The organisational iceberg Source: Hellriegel, D., Jackson, S.E. and Slocum, J. W., Jr., Management, Eighth Edition, South-Western Publishing (1998), p. 6. Reprinted with the permission of South-Western, a division of Thomson Learning (www.thomsonrights.com / Fax: 800-730-2215)

21. The organisational iceberg formal (overt) aspects 21 Figure 1.8 The organisational iceberg (overt) Source: Hellriegel, D., Jackson, S.E. and Slocum, J. W., Jr., Management, Eighth Edition, South-Western Publishing (1998), p. 6. Reprinted with the permission of South-Western, a division of Thomson Learning (www.thomsonrights.com / Fax: 800-730-2215)

22. The organisational iceberg behavioural (covert) aspects 22 Figure 1.8 The organisational iceberg (covert) Source: Hellriegel, D., Jackson, S.E. and Slocum, J. W., Jr., Management, Eighth Edition, South-Western Publishing (1998), p. 6. Reprinted with the permission of South-Western, a division of Thomson Learning (www.thomsonrights.com / Fax: 800-730-2215)