Management and Organisational Behaviour 7th Edition PART 1 Management and Organisational Behaviour

The Nature of Organisational Behaviour Management and Organisational Behaviour 7th Edition CHAPTER 2 The Nature of Organisational Behaviour

The behaviour of people The process of management The study of organisational behaviour (OB) embraces an understanding of - The behaviour of people The process of management The organisational context of management Organisational processes and the execution of work Interactions with the external environment of which the organisation is part

The meaning of OB Wilson challenges what constitutes OB & questions whether we should be interested only in behaviour that happens within the organisation. She suggests that we need to look outside of what is normally thought of as organisations & how we usually think of work

- what happens in rest & play - emotions & feelings The meaning of OB Wilson believes that we can gain an insight into organisational life and behaviour by looking at: - what happens in rest & play - emotions & feelings - less organised work - the meaning of work for the unemployed

The organisation itself The environment Influences on OB Individuals Groups The organisation itself The environment

Are a central feature of OB Individuals Are a central feature of OB Are a necessary part of any behavioural set Bring to the organisation their personality, skills and attributes, values, needs and expectations Can create conflict if their needs and the demands of the organisation are incompatible

Management and the individual Management’s task is to integrate the individual & the organisation, providing a working environment that permits the satisfaction of individual needs & attainment of organisation goals

Exist in all organisations Groups Exist in all organisations Are essential to organisational working and performance Comprise a range of different individuals Can develop their own hierarchies and leaders

Groups Can have a major influence on behaviour and performance of individual members Have their own structures and functions, role relationships and influences and pressure An understanding of group structure and behaviour complements a knowledge of individual behaviour

Organisational structure is created by management to: The organisation Individuals & groups interact within the structure of the formal organisation Organisational structure is created by management to: - establish a relationship between individuals & groups - provide order and systems to direct efforts of the organisation into goal seeking activities

The organisation The formal structure allows people/groups to carry out organisational activities to achieve aims & objectives Behaviour is affected by patterns of organisational structure

The environment affects the organisation through: technological & scientific development economic activity social & cultural influences government activities

management of opportunities & risks Environment The effects of the operation of the organisation within its environment are reflected in the: management of opportunities & risks successful achievement of organisational aims & objectives

Environment – its rate of change The increasing rate of change in environmental factors highlights the need to study the total organisation & the processes used to adapt to external demands Example: globalisation has placed greater emphasis on organisational processes rather than organisational functions

Contrasting but related approaches Psychological Looks at individuals within the organisation A narrow approach Sociological Looks at human behaviour in society A broader approach

Behavioural science – a multidisciplinary approach A multidisciplinary behavioural science approach can make an important contribution to the field of OB Behavioural science has three main disciplines: - Psychology – personality systems - Sociology – social behaviour - Anthropology – science of mankind & study of human behaviour (cultural systems)

The organisational iceberg One way to recognise why people behave as they do at work is to view an organisation as an iceberg What sinks a ship isn’t always what sailors can see, but what they can’t see Hellriegal, Slocum, & Woodman

The organisational iceberg Figure 2.3 The organisational iceberg Source: Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior, 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.

The organisational iceberg Formal (overt) aspects Figure 2.3 The organisational iceberg Formal (overt) aspects Source: Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior, 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.

The organisational iceberg Behavioural (covert) aspects Figure 2.3 The organisational iceberg Behavioural (covert) aspects Source: Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior, 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.

The organisational iceberg Formal (overt) aspects Customers Technology Formal goals Organisational design Financial resources Physical facilities Rules & regulations Surface competencies & skills

The organisational iceberg Behavioural (covert) aspects Attitudes Communication patterns Informal team processes Personality Conflict Political behaviour Underlying competencies & skills

Organisational metaphors Machines Organisms Brains Cultures Morgan Political systems Psychic prisons Flux & transformation Instruments of domination

Orientations to work Instrumental orientation – individuals view work as a means to an end, there is a calculative or economic involvement with work Bureaucratic orientation – work is defined as a central life issue, there is a sense of obligation to the work of the organisation & positive involvement in terms of a career structure Solidaristic orientation – work situation is viewed in terms of group activities, there is an ego involvement with work groups rather than with the organisation itself, work is more than just a means to an end Goldthorpe et al.

Management as an integrating activity Figure 2.4 Management as an integrating activity

The psychological contract The series of mutual expectations & satisfaction of needs arising from the people / organisational relationship Process of giving & receiving by the individual & the organisation The significant of the contract depends on the extent it is perceived to be fair

Formula for balancing unwritten needs of employees with the needs of the organisation Caring – demonstrating genuine concern for individuals Communicating – really talking about what the company hopes to achieve Listening – hearing not only the words but also what lies behind the words Knowing - those who work for you, their families, personal wishes, desires & ambitions Rewarding – money is not always necessary Stalker

ORGANISATIONAL PRACTICES THE PETER PRINCIPLE PARKINSON’S LAW

Factors leading to an increase in the global business environment Improvements in international communication facilities International competitive pressures The spread of production methods & other business processes across nations & regions International business activity, e.g. overseas franchising or licensing agreements

Defining & conceptualising culture – A model of culture Figure 2.6 Defining & conceptualising culture – A model of culture Source: Reproduced with permission from F. Trompenaars and C. Hampden-Turner, Riding the Waves of Culture, Second edition, Nicholas Brealey (1999), p.22.

Factors affecting national culture Figure 2.8 Factors affecting national culture Source: Reproduced with permission from Ian Brooks, Organisational Behaviour: Individuals, Groups and Organisation, Second edition, Financial Times Prentice Hall (2003), p.266, with permission from Pearson Education Ltd.

Five dimensions of culture Power distance Uncertainty avoidance Individualism Masculinity