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Mullins: Management and Organisational Behaviour,7th edition Pearson Education Limited 2005

Management and Organisational Behaviour

7th Edition

PART 1

Management and

OrganisationalBehaviour

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Management and Organisational Behaviour

7th Edition

CHAPTER 2

The Nature of Organisational

Behaviour

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OHT 2!

The stud" of organisational #ehaviour $OB%

em#ra&es an understanding of '

The behaviour of people

The process of manaement

The oranisational conte!t of manaement

"ranisational processes and the e!ecution of

#or$

%nteractions #ith the e!ternal environment of#hich the oranisation is part

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OHT 2(

The meaning of OB

OB is a convenient shorthand that refers to the numerousinterrelated influences on, and patterns of behaviour of

people within organisations

Porter& La#ler and 'ac$man

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OHT 2)

The meaning of OB

(ilsonchallenes #hat constitutes ") *

+uestions #hether #e should be interested onl,

in behaviour that happens withinthe

oranisation- .he suests that #e need to loo$

outside of #hat is normall, thouht of as

oranisations * ho# #e usuall, thin$ of #or$

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OHT 2*

The meaning of OB

(ilsonbelieves that #e can ain an insiht into

oranisational life and behaviour b, loo$in at:

/ #hat happens in rest * pla,

/ emotions * feelins

/ less oranised #or$

/ the content in #hich #or$ is deferred to as mens#or$

/ the meanin of #or$ for the unemplo,ed

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OHT 27

+nfluen&es on OB

%ndividuals

1roups

The oranisation itself

The environment

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OHT 2,

+ndividuals

re a central feature of ")

re a necessar, part of an, behavioural set

)rin to the oranisation their personalit,& s$ills

and attributes& values& needs and e!pectations

3an create conflict if their needs and the

demands of the oranisation are incompatible

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OHT 2-

Management and the individual

Manaements tas$ is to interate the individual *

the oranisation& providin a #or$in

environment that permits the satisfaction ofindividual needs * attainment of oranisation

oals

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OHT 21.

/rou0s

E!ist in all oranisations

re essential to oranisational #or$in andperformance

3omprise a rane of different individuals

3an develop their o#n hierarchies and leaders

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OHT 211

/rou0s

3an have a ma4or influence on behaviour andperformance of individual members

'ave their o#n structures and functions& rolerelationships and influences and pressure

An understanding of group structure and behaviourcomplements a knowledge of individualbehaviour

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OHT 212

The organisation

%ndividuals * roups interact #ithin the

structure of the formal oranisation

"ranisational structure is created b,

manaement to:

/ establish a relationship bet#een individuals *

roups

/ provide order and s,stems to direct efforts ofthe oranisation into oal see$in activities

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OHT 21!

The organisation

The formal structure allo#s peopleroups to

carr, out oranisational activities to achieve

aims * ob4ectives

)ehaviour is affected b, patterns of

oranisational structure

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OHT 21(

Environment

The environment affects the oranisation throuh:

technoloical * scientific development

economic activit,

social * cultural influences

overnment activities

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OHT 21)

Environment

The effects of the operation of the oranisation

#ithin its environment are reflected in the:

manaement of opportunities * ris$s

successful achievement of oranisational aims* ob4ectives

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OHT 21*

Environment its rate of &hange

The increasin rate of chane in environmentalfactors hihlihts the need to stud, the total

oranisation * the processes used to adapt toe!ternal demands

E!ample: lobalisation has placed reater emphasis on

oranisational processes rather than oranisationalfunctions

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OHT 217

Contrasting #ut related a00roa&hes

Ps,choloical

Loo$s at individuals#ithin the

oranisation

narro# approach

.ocioloical

Loo$s at human behaviour in

societ,

broader approach

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OHT 21,

Behavioural s&ien&e a multidis&i0linar"

a00roa&h

multidisciplinar, behavioural science approach can

ma$e an important contribution to the field of ")

)ehavioural science has three main disciplines:

/ Ps"&holog"6 personalit, s,stems

/ o&iolog"6 social behaviour

/ Anthro0olog"6 science of man$ind * stud, of human behaviour cultural

s,stems8

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OHT 21-

The organisational i&e#erg

One way to recognise why people behave as

they do at work is to view an organisation as

an iceberg

What sinks a ship isnt always what sailors can

see, but what they cant see

'ellrieal& .locum& * (oodman

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OHT 22.


Source: 9on 'ellrieel& ohn (- .locum& r and ;ichard (- (oodman& Organiational Behavior, Eihth edition& .outh/(estern

Publishin 8& p-?- ;eprinted #ith the permission of .outh/(estern& a division of Thomson Learnin:

###-thomsonrihts-com- @a! >00 7A0 22

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OHT 221


3ormal $overt% as0e&ts




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OHT 222


Behavioural $&overt% as0e&ts




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OHT 22!


3ormal $overt% as0e&ts

3ustomers

Technolo,

@ormal oals "ranisational desin

@inancial resources

Ph,sical facilities ;ules * reulations

.urface competencies * s$ills

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OHT 22(


Behavioural $&overt% as0e&ts

ttitudes

3ommunication patterns

%nformal team processes

Personalit,

3onflict

Political behaviour

Bnderl,in competencies * s$ills

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OHT 22)

Challenges of management

Peo0le4 &a0ital4 5 te&hnolog"

! somewhere within our views or organiations we need toacknowledge the differences between machines andman"

! the #uestion of time is crucial, both because wehumansoperate in time with the past, the present $ the futureassuming importance and because they are phases,

se#uences of times and rhythms which are essentiallyhuman"

1ratton

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OHT 22*

Organisational meta0hors

Machines "ranisms )rains

3ultures

Moran

Political s,stems Ps,chic prisons @lu! * transformation

%nstruments of domination

The metaphors are not fi!ed cateories and are notmutuall, e!clusive

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OHT 227

Orientations to 6or

+nstrumental orientation6 individuals vie# #or$ as a means to an end&

there is a calculative or economic involvement #ith #or$

Bureau&rati& orientation6 #or$ is defined as a central life issue& thereis a sense of obliation to the #or$ of the oranisation * positiveinvolvement in terms of a career structure

olidaristi& orientation6 #or$ situation is vie#ed in terms of roupactivities& there is an eo involvement #ith #or$ roups rather than #iththe oranisation itself& #or$ is more than 4ust a means to an end

1oldthorpe et al"

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OHT 22,

Challenges to 6or ethi&s

9ivision of labour 6 #or$ has been fractured in tas$ and sub dividedinto special sub tas$s

9estruction of continuit, in emplo,ment 6 individuals are li$el, to re/enter the 4ob mar$et several times& 4obs are no loner for life

'erman

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OHT 22-

Management as an integrating a&tivit"

3igure 2(

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OHT 2!.

The 0s"&hologi&al &ontra&t

The series of mutual e!pectations * satisfaction ofneeds arisin from the people oranisationalrelationship

Process of ivin * receivin b, the individual * theoranisation

3overs a rane of e!pectations of rihts andprivilees& duties and obliations that do not formpart of the formal areements but still has importantinfluence of peoples behaviour

The sinificant of the contract depends on the e!tentit is perceived to be fair

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OHT 2!1

3ormula for #alan&ing un6ritten needs of

em0lo"ees 6ith the needs of the organisation

Caring6 demonstratin enuine concern for

individuals

Communi&ating6 reall, tal$in about #hat the

compan, hopes to achieve

8istening6 hearin not onl, the #ords but also

#hat lies behind the #ords

9no6ing/ those #ho #or$ for ,ou& their families&

personal #ishes& desires * ambitions

Re6arding6 mone, is not al#a,s necessar,

.tal$er

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OHT 2!2

Moral &ontra&t

%ncreasin lobal competition * turbulent chanere+uires a manaement philosoph, rounded in adifferent moral contract

People should not be seen as a corporate asset

from #hich value can be appropriated& but as aresponsibilit, and a resource to be added to

This demands more from individuals 6 to abandonthe idea of lifetime emplo,ment * embrace the

concept of continuous learnin * personaldevelopment

1hosal et al"

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OHT 2!!

3a&tors leading to an in&rease in the glo#al

#usiness environment

%mprovements in internationalcommunication facilities

%nternational competitive pressures The spread of production methods * otherbusiness processes across nations *reions

%nternational business activit,& e-- overseasfranchisin or licensin areements

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OHT 2!(

:efining 5 &on&e0tualising &ulture

A model of &ulture

Source: ;eproduced #ith permission from @- Trompenaars and 3- 'ampden/Turner& %iding the Waves of &ulture&

.econd edition& Cicholas )reale,

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OHT 2!)

3a&tors affe&ting national &ulture

Source: ;eproduced #ith permission from %an )roo$s& Organisational Behaviour' (ndividuals, )roups and

Organisation, .econd edition& @inancial Times Prentice 'all 200A8& p-2??& #ith permission from Pearson Education

Ltd-

3igure 2,

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OHT 2!*

3ive dimensions of &ulture

Po#er distance

Bncertaint, avoidance

%ndividualism

Masculinit,

3onfucian #or$ d,namism

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OHT 2!7

Cultural differen&es that &an affe&t OB

;elationship * rules

%ndividual or collective preferences

T,pe of societies / neutral or emotionalsocieties

9iffuse or specific culture

chievement/based societies

Time ttitude to the environment

Trompenaar

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