Organisational Behaviour. David White

Transcription

1 David White

2 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?

3 Welcome to a Workout

4 The Pole Dance

5 The Pole Dance

6 The Pole Dance The 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

7 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

8 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?

9 So what do I know? Sales & Marketing Management FAILED Food Industry Capital equipment Telecoms Services FAILED Human Resources University of London

10 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...

11 1977 on the famous Boardwalk

12 But I was spotted by a young Hollywood writer in search of inspiration Hi-diddlyhi there! You can t call me Ned

13 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 reflection A degree in a day...

14 The study materials Intro for book and notes to do

15 The key questions What time is coffee? When s lunch? When do we get out of here? 11ish and 3ish pm sharp!

16 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

17 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

18 FIRE MEETING POINT Left out of main building - outside Pret a Manger

19 What is (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

20 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

21 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.

22 DAY 1 DAY 2 AM Introduction to Motivation, Job Design, Employee Involvement PM Personality, Perceptions, Emotions, Attitudes Groups and Teams in Organisations

23 Chapters to read DAY 1 DAY 2 AM Introduction to 1 Motivation, Job Design, Employee Involvement 6, 7 PM Personality, Perceptions, Emotions, Attitudes 2, 3, 4, 5 Groups and Teams in Organisations 9, 10

24 DAY 3 DAY 4 AM Leadership Power & Conflict in Organisations PM Structure and Environments Culture & Change

25 Chapters to read DAY 3 DAY 4 AM Leadership 12, 13 Power & Conflict in Organisations 14, 15 PM Structure and Environments 16 Culture & Change 17, 19

26 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 apply this knowledge to an analysis of the issues in the case study make relevant and useful recommendations based on their analysis

27 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)

28 Signs of poor OB health Absenteeism failure to come to work Staff turnover voluntary and involuntary departure from the organisation Deviant behaviour voluntary behaviour that violates organisational norms and threatens organisational and individual well-being

29 Signs of good OB health Citizenship discretionary behaviour that is not part of an employee s formal job spec, but promotes effective functioning or the organisation Job satisfaction positive motivation and feelings about a job

30 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)

31 Changing Organisations 1960s ASSUMPTIONS growth Stable hierarchy Vertical integration Integrated organisation 1990s PRACTICES Repeated Downsizing Delayering Outsourcing Virtual organisation? 31

32 Models of OB

33 Models of OB Scientific management Bureaucracy Human relations Sociotechnical systems The Aston Approach Pursuit of excellence

34 Scientific Management F.W.Taylor One best way of management Selection, training, job analysis Emphasis on productivity Assembly line systems (Ford) e.g. McDonalds today

35 Bureaucracy Max Weber Role definition Clear hierarchy and authority Rules and procedures matter most - people less

36 Human Relations Movement Elton Mayo Work 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

37 Sociotechnical Systems Trist at Tavistock Institute New technology and person/technology match No one ideal way - contingent approach Technical and social systems to be developed in close integration with each other

38 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 organisations made possible by establishing usable dimensions of organisational structure

39 The Aston Approach Context Size Technology Ownership Location Market etc. Structure Specialisation Standardisation Formalisation Location Centralisation etc. Performance Productivity Profitability Adaptability Morale etc. Interaction Pattern Power and Influence Rigid thinking Role conflicts Individual stress etc. Pugh, D.S. (1999). Classic Research in Management. The Aston Programme (Vol.1, p.xvi). Ashgate: Dartmouth.

40 Pursuit of excellence Peters and Waterman Bias 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