Leadership & Organization Behavior. Understanding Organizations

Transcription

1 Leadership & Organization Behavior Understanding Organizations

2 Elements of Organizational Behavior Management's philosophy, values, vision and goals. The organizational culture which is composed of the formal organization, informal organization, and the social environment. The type of leadership, communication and group dynamics within the organization. The quality of work life which directs the degree of motivation. Performance, individual satisfaction and personal growth and development.

3 Models of Organizational Behavior Autocratic The basis is power with a managerial orientation of authority. The employees are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. Custodial The basis is economic resources with a managerial orientation of money. The employees are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. Supportive The basis is leadership with a managerial orientation of support. The employees are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. Collegial The basis is partnership with a managerial orientation of teamwork. The are oriented towards responsible behavior and selfdiscipline. The employee need that is met is self actualization. The performance result is moderate enthusiasm

4 Social System A complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries... it exchanges goods, ideas, culture, etc. with the environment around it.

5 Culture Culture is the conventional behavior that encompasses beliefs, customs, knowledge, and practices which influences human behavior often unconsciously. People depend on culture as it gives them stability, security, understanding and the ability to respond to a given situation. People fear change/uncertainty. They fear the system will become unstable, their security will be lost, they will not understand the new process and they will not know how to respond to the new situations.

6 Individualization Individualization is when employees successfully exert influence on the social system by challenging the culture

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8 A DIFFICULT BALANCING ACT Organizations need people to challenge, question and experiment while still maintaining the culture that binds them into a social system.

9 Organization Development (OD) Is the systematic application of behavioral science knowledge at various levels, such as group, inter group, organization, etc., to bring about planned change. The objectives are a higher quality of work life (QWL), productivity, adaptability, and effectiveness. It accomplishes this by changing attitudes, behaviors, values, strategies, procedures, and structures so that the organization can adapt to the fast pace of change within its environment and to technological advances.

10 Quality of Work Life Its purpose is to develop jobs and working conditions that meet both the employees and the organization needs. One of the ways of accomplishing QWL is through job redesign.

11 Options to Improve QWL Leave the job as is but employ only people who like the rigid environment or routine work. Some people do enjoy the security and task support of these kinds of jobs. Leave the job as is, but pay the employees more. Mechanize and automate the routine tasks of jobs. And the area that OD loves redesign the job.

12 Job Redesign Job enlargement increases the variety of tasks and duties of the job so that it is not as monotonous. This takes in the breadth of the job. That is, the number of different tasks that an employee performs. This can also be accomplished by job rotation. Job enrichment adds additional motivators. It adds depth to the job more control, responsibility, and discretion to how the job is performed. This gives higher order needs to the employee, as opposed to job enlargement which simply gives more variety.

13 Methods for Job Enrichment Skill Variety: Perform different tasks that require different skill. This differs from job enlargement which might require the employee to perform more tasks, but require the same set of skills. Task Identity: Create or perform a complete piece of work. This gives a sense of completion and responsibility for the service. Task Significant: This is the amount of impact that the work has on other people as the employee perceives. Autonomy: This gives employees discretion and control over job related decisions. Feedback: Information that tells employees how well they are performing. It can come directly from the job (task feedback) or verbally form someone else.

14 Benefits of Job Enrichment Growth of the individual Individuals have better job satisfaction Self actualization of the individual Better employee performance for the organization Organization gets motivated and engaged employees Less absenteeism, turnover and grievances for the organization Optimal use of human resources for society Society gains more effective organizations

15 MY TAKE: ORGANIZATIONS ARE LIKE PEOPLE THEY HAVE NEEDS A LEADER CANNOT IGNORE THEM THEY MUST BE MET A LEADER S SUCCESS DEPENDS ON BOTH