Organisational Behaviour - Whitehorn Consulting
Transcript of Organisational Behaviour - Whitehorn Consulting
OrganisationalBehaviour
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Getting to know you
What is your name, job and organisation?
What are your goals for studying the diploma?
How do you hope studying OB will help you in your job?
What concerns do you have about the challenge of academic study?
Have you had a chance to play with the CD rom included with your course text book?
The Pole DanceThe team hold a single pole horizontal by resting it on their forefingers at chest height
The team must then work co-operatively to lower it to the floor
But they must all have both fingers in contact with the underside only of the pole at all times
If anyone loses contact, the team goes back to the start…
Once you are ready to begin the execution of your task you have 5 minutes to complete it
The leader cannot touch the team or the pole
OrganisationalBehaviour
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Introduction
Which is harder?The technical challenges of the job
The people challenge of organising and motivating the groups and teams that make up organisations
We need to be able to: understand what makes people tick at work
work well in teams
lead and motivate others
OrganisationalBehaviour
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Getting to know you
What is your name, job and organisation?
What are your goals for studying the diploma?
How do you hope studying OB will help you in your job?
What concerns do you have about the challenge of academic study?
Have you had a chance to play with the CD rom included with your course text book?
So what do I know?
Sales & Marketing
Management
Food IndustryCapital equipment
TelecomsServices
Human Resources
University of London
FAILEDFAILED
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Where did I learn about OB?
Employment in small, medium and large firms
Managing teams and business units
Working in HR and Training & Development
Setting up businesses
Being made redundant
Running a global MBA programme for JPMorgan
Selling ice cream in Atlantic City, NJ....
But I was spotted by a young Hollywood writer in search of inspiration…
Hi-diddly-hi there!
You can’t call me
Ned
OrganisationalBehaviour
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Format of the sessions
Seminar presentation and discussion
A chance to review the concepts from the study pack and text books
And to apply them to your own organisations and yourselves
Not a ‘training course’ as we are emphasising knowledge rather than skills
Emphasis on discussion and reflectionA degree in a day....
OrganisationalBehaviour
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The study materials
Intro for book and notes to do
OrganisationalBehaviour
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The key questions
What time is coffee?
When’s lunch?
When do we get out of here?
11ish and 3ish
1.00 – 1.45
5pm sharp!
OrganisationalBehaviour
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Delegate Information
Mobile phones - please either switch off or set to silent
Please help yourself to refreshments!
Any other queries? We will be happy to help
OrganisationalBehaviour
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Delegate Information
Toilets - opposite lifts. Female and Male toilets on alternate floors. Also opposite Cyber Café.
This is a NON-SMOKING building
If the fire alarm sounds, please follow me. Full instructions are available in reception
OrganisationalBehaviour
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FIRE MEETING POINT
Left out of main building - outside Pret
a Manger
OrganisationalBehaviour
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What is Organisational Behaviour (OB)?
Focused study of behaviour in organisations
Looking at three distinct areas:Individuals
Groups
Structure (& change)
using the tools and concepts of psychology, sociology and anthropology
OrganisationalBehaviour
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Course Objectives:
to raise your awareness of organisational behaviour in understanding how organisations work
to improve understanding of human behaviour via psychology, sociology and anthropology
to demonstrate how understanding organisational behaviour helps you to achieve your goals and that of your organisation
OrganisationalBehaviour
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Learning Outcomes:
Understand how models, theories and concepts can be used to promote the effectiveness of individuals, groups and organisations
Deeper understanding of how organisational behaviour can aid us in improving the performance and well being of people at work
Skills for the analysis of individual, group and organisational functioning that enhances our effectiveness as managers.
a richer and more complex representation of organisational behaviour, enabling us to contribute more effectively in the workplace.
Organisational Behaviour
Introduction to Organisational
Behaviour
Motivation, Job Design, Employee Involvement
Personality, Perceptions,
Emotions, Attitudes
Groups and Teams in Organisations
DAY 1 DAY 2
AM
PM
Chapters to read
Introduction to Organisational
Behaviour1
Motivation, Job Design, Employee Involvement
6, 7
Personality, Perceptions,
Emotions, Attitudes2, 3, 4, 5
Groups and Teams in Organisations
9, 10
DAY 1 DAY 2
AM
PM
Organisational Behaviour
Leadership Power & Conflict inOrganisations
Organisational Structure and Environments
Organisational Culture & Change
DAY 3 DAY 4
AM
PM
Chapters to read
Leadership12, 13
Power & Conflict inOrganisations
14, 15
Organisational Structure and Environments
16
Organisational Culture & Change
17, 19
DAY 3 DAY 4
AM
PM
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Method of Assessment:
Assignment: Case study – 1800 words
Students will be expected to identify the relevant issues in the case study;
identify and describe relevant areas of knowledge (e.g. models, theories) from the study of Organisational Behaviour
apply this knowledge to an analysis of the issues in the case study
make relevant and useful recommendations based on their analysis
OrganisationalBehaviour
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Contemporary challenges
Work in groups
Group 1: What are the symptoms of poor organisational behaviour? Identify five particular specific OB challenges in your organisations?
Group 2: What are the key contemporary challenges facing managers in the 21st century? How can and should OB help?
Flipchart (10 mins)
OrganisationalBehaviour
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Signs of poor OB health
Absenteeismfailure to come to work
Staff turnovervoluntary and involuntary departure from the organisation
Deviant behaviourvoluntary behaviour that violates organisational norms and threatens organisational and individual well-being
OrganisationalBehaviour
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Signs of good OB health
Organisational Citizenshipdiscretionary behaviour that is not part of an employee’s formal job spec, but promotes effective functioning or the organisation
Job satisfactionpositive motivation and feelings about a job
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Contemporary challenges
Diversity (age, sex, religion, nationality)
Outsourcing (virtual companies)
Globalisation (culture and competition)
Offshoring (remote management)
Climate change (Ethics, regulation)
Working styles (self employment, short term contracts, tele-commuting, ecomms)
OrganisationalBehaviour
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Changing Organisations
1960s ASSUMPTIONS
Organisational growth
Stable hierarchy
Vertical integration
Integrated organisation
1990s PRACTICES
Repeated Downsizing
Delayering
Outsourcing
Virtual organisation?
31
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Models of OB
Scientific management
Bureaucracy
Human relations
Sociotechnical systems
The Aston Approach
Pursuit of excellence
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Scientific Management
F.W.TaylorOne best way of management
Selection, training, job analysis
Emphasis on productivity
Assembly line systems (Ford)
e.g. McDonalds today
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Bureaucracy
Max WeberRole definition
Clear hierarchy and authority
Rules and procedures matter most -people less
OrganisationalBehaviour
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Human Relations Movement
Elton MayoWork pacing is set by the work group
Recognition affects performance
Social interaction affects output
The Hawthorne Effect
Opportunities for grievances to be aired
Conforming to work group
OrganisationalBehaviour
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Sociotechnical Systems
Trist at Tavistock InstituteNew technology and person/technology match
No one ideal way - contingent approach
Technical and social systems to be developedin close integration with each other
OrganisationalBehaviour
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The Aston Approach
Pugh, Hickson, Hinnings (1st generation)Structural Contingency Theory
Relating individual and group behaviour to organisational context, structure, and settings
Comparisons across many organisationsmade possible by establishing usable dimensions of organisational structure
ContextSize
TechnologyOwnershipLocationMarket
etc.
OrganisationalStructure
SpecialisationStandardisationFormalisation
LocationCentralisation
etc.
PerformanceProductivityProfitabilityAdaptability
Moraleetc.
Organisational Behaviour
Interaction PatternPower and Influence
Rigid thinkingRole conflicts
Individual stressetc.
The Aston Approach
Pugh, D.S. (1999). Classic Research in Management. The Aston Programme (Vol.1, p.xvi). Ashgate: Dartmouth.
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Pursuit of excellence
Peters and WatermanBias for action
Keeping close to the customer
Autonomy and entrepreneurship
Productivity through people
Hands on, value driven
Sticking to the knitting
Simple form, for lean
Simultaneous loose-tight properties