Organisational Behaviour What Is Organisational Behaviour?

ORGANISATIONAL BEHAVIOUR What is organisational doings? The landing field of human behaviour, attitudes and performance within an organisational setting skeleton on theory, methods and principles from such disciplines as psychology, sociology and cultural anthropology to learn somewhat individual, groups and processes. Three disparate OB perspectives Macro-perspective the whopping picture Micro-perspective the smaller units Meso-perspective integration and movement between macro and micros Three levels of OB Individuals groups organisationsOB as a science Scientific discipline Theories and methods can be developed to better understand and explain behaviour Concerned with predictions and explanations Fredrick Windsor taylor four principles of scientific arrangement 1. Using scientific analysis, managers precisely specify every agent of an employees progress to which replaces old rule-of-thumb methods (Job Design) 2. Managers select and then train, teach and develop employe es, unlike in the recent when employees chose their own figure and trained themselves (human Resource Management) 3.Managers are responsible for ensuring that all work is done tally to their specification (Performance, Monitoring and rewards) 4. There is a division of labour based on expertise managers manage beca work of their superior knowledge while employees do what they are best at (the development of management profession) piece relations school Elton mayo Believed that the work problem (dissent, disobedience, industrial unrest) was a result of psychological disturbances brought about by the alienating nature of work. Mayo thought that we can improve employee happiness bby making work more involving and by recognising its social nature.The hawthorn study Originally looked at the impact of operative environs on productivity e. g. amount of light workers were exposed to during work By spending so overmuch time around the workers, enquiryers began to notice a number of im portant social factors that had an impact on productivity Despite the isolating effects of standardisation and increasing technical division of labour, work remains a group activity. As a result of their need for recognition, security and sense of belonging, workers will gravitate towards easy groups whether formal work organisation reflects this or not.Informal group exercises a strong form of social view as over the work habit and attitude of its members. Managers should recognise the impact of these informal groups in exerting an influence on productivity. Organisations should seek to ensure a good fit between formal and informal groups. Webers formal bureaucracy is characterised by Specialised individual positions Formal hierarchy Rules and standard operating procedures place boundaries for each dept Standardised training and career paths Changes from traditional to modern Intensifying competition meant that companies needed to plump More innovative in terms of customer serv iceImplement continuous improvement in manufacturing More assorted in terms of products and services they offer New organisation model Networked emphasis on teams, systems for sacramental manduction information, cross functional involvements Flat reducing layers and empowering more employees Flexible intensified completion, accounting for life cycles, volatility of external environment Divers career trajectories, core and peripheral workforces Global interactions across boarders Employment kin Employment relationship is the set of arrangements and work practices that describe and govern the relationships between employees and employers.The relationship consists of economic, social and psychological becomes. The psychological contract refers to a shared cultural understanding of what is right, good and fair about the ongoing exchange. Key physical exercise relationship changes Short term job security life time transaction to life time employability and being able to move from internal labour markets Advancement changing notions of procession Job titles changing and multi-dimensional Compensation pay for knowledge or skills, team-based pay Flexibility telecommunicating work hours, contract and new forms of bargaining Chapter summary 1Define organisational behaviour and organisations, and discuss the importance of this field of inquiry Organisational behaviour is the study of what people think, feel and do in and around organisations. Organisations are groups of people who work interdependently towards some purpose. OB theories help people to 1. Make sense of the workplace 2. Question and rebuild personal mental models 3. repel things done In organisations Compare and contrast the four perspectives of organisational effectiveness The open systems perspective views organisations as manifold organisms that live within an external environment.They depend on the external environment for resources then use organisational subsystems to alter those resources into outputs that are returned to the environment. Organisations receive feedback from external environment to maintain a good fit with that environment. Fit occurs by adapting to the environment, managing the environment or moving to another environment. According to the organisational learning perspective, organisational effectiveness depends on the organisations capacity to acquire, share, use and store valuable knowledge. The ability to acquire and use knowledge depends on the firms assimilatory capacity.Intellectual capacity consists of human capital, structural capital and relationship capital. Knowledge is retained in the organisational memory companies excessively selectively unlearn. The high performance work practices (HPWP) perspective identifies a bundle of systems and structures to leverage workforce potential. The around widely identified HPWPs are employee involvement, job autonomy, developing employee competencies and performance/skill-based rewards. HPWPs improve organisational effectiveness by expression human capital, increasing adaptability and strengthen employee motivation and attitudes.The stakeholder perspectives state that leaders manage the interest of diverse stakeholders by replying on their personal and organisational values for guidance. Ethics and corporate responsibility are natural variations of values-based organisation because they avow on values to guide the most appropriate decisions involving stakeholders. Corporate social responsibility consists of organisational activities intended to well-being society and the environment beyond the companys immediate financial interest or level-headed obligation.Debate the organisation opportunities and challenges of globalisation, workforce potpourri and emerging employment relationships Globalisation, which refers to various forms of connectivity with people in other part of the world has several economic and social benefits but it may also be responsible for work intensific ation, as well as cut job security and work life balance. Workforce diversity is apparent at both the surface level and deep level there is some secern of deep level diversity across generational cohorts. Diversity may give a competitive advantage by improving decision making and team performance on conflict.One emerging employment relationship trend is the call for more work-life balance. Another employment trend is virtual work, particular working from home. Working from home potentially increases employee productivity and reduces employee stress, but it may also lead to social isolation, reduced promotion opportunities and increased tension in family relations. Discuss the primes on which organisational behaviour knowledge is based The self-opinionated research anchor states that OB knowledge should be based on systematic research, which is consistent with evidence-based management.The multidisciplinary anchor states that the field should develop from knowledge in other dis ciplines (psychology sociology, economics) not just from its own isolated research base. The contingency anchor states that OB theories generally need to consider that there will be different consequences in different situations. The multiple levels of analysis anchor states that OB topics may be viewed from the individual, team and organisations levels of analysis.