Organisational Behaviour What Is Organisational Behaviour?

ORGANISATIONAL BEHAVIOUR What is organisational doings? The canvas of homosexual behaviour, attitudes and performance within an organisational setting drawing on theory, methods and principles from such champaigns as psychology, sociology and cultural anthropology to learn about individual, groups and processes. Three diverse OB perspectives Macro-perspective the big picture Micro-perspective the smaller units Meso-perspective integration and startment in the midst of 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 steering 1. Using scientific analysis, managers barely specify every element of an employees acetify out which replaces old rule-of-thumb methods (Job Design) 2. Managers portion out and whence train, t distributively and develop employees, unlike in the past when employees chose their avouch contribute and trained themselves (human Resource Management) 3.Managers are responsible for ensuring that all work is done according to their specification (Performance, Monitoring and rewards) 4. There is a sectionalization of labour based on expertise managers manage because of their superior fellowship while employees do what they are best at (the development of management profession) Human relations school Elton mayo Believed that the work problem (dissent, disobedience, industrial unrest) was a result of psychological disturbances brought about by the alienating disposition 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 have-to doe with of working environment on productivity e. g. amount of unaccented workers were exposed to during work By spending so much judgment of convic tion around the workers, researchers began to notice a number of important social factors that had an impact on productivity Despite the isolating effects of standardisation and increase technical division of labour, work remains a group activity. As a result of their requisite for recognition, security and sense of belonging, workers will incline towards in orb groups whether formal work organisation reflects this or not.Informal group exercises a strong form of social control over the work usage 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 specialize individual positions Formal hierarchy Rules and standard operating procedures Set boundaries for each dept Standardised training and career paths Changes from traditional to modern Intensifying competitor meant that companies needed to become More innovative in wrong of node serviceImplement continuous improvement in manufacturing More diverse in terms of products and services they offer New organisation model Networked emphasis on team ups, systems for sharing information, cross functional involvements Flat reducing layers and empowering more employees supple intensified completion, accounting for sprightliness cycles, unpredictability of external environment divers(prenominal) career trajectories, core and peripheral workforces Global interactions across boarders Employment race 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 contracts. The psychological contract refers to a shared cultural understanding of what is right, good and fair about the ongoing exchange. light upon habit relationship changes Short term task security life time employment to life time employability and being able to move from internal labour markets Advancement ever-changing notions of advancement Job titles changing and multi-dimensional Compensation pay for friendship 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 splendour of this palm 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. Get things done In organisations Compare and secernate the four perspectives of organisational effectiveness The open systems perspective views organisations as complex organisms that fit within an external environment.They depend on the external enviro nment for resources then use organisational subsystems to transform those resources into outputs that are returned to the environment. Organisations receive feedback from external environment to make 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 contentedness to acquire, share, use and store valuable association. The ability to acquire and use knowledge depends on the firms absorptive capacity.Intellectual capacity consists of human capital, morphologic capital and relationship capital. Knowledge is retained in the organisational memory companies in any case selectively unlearn. The high performance work practices (HPWP) perspective identifies a mail boat of systems and structures to leverage workforce potential. The most widely identified HPWPs are employee involvement, job au tonomy, developing employee competencies and performance/skill-based rewards. HPWPs improve organisational effectiveness by building human capital, increasing adaptability and strengthen employee motivation and attitudes.The stakeholder perspectives state that leaders manage the sideline of diverse stakeholders by replying on their personal and organisational determine for guidance. Ethics and unified responsibility are natural variations of values-based organisation because they rely on values to guide the most appropriate decisions involving stakeholders. Corporate social responsibility consists of organisational activities intend to benefit society and the environment beyond the companys contiguous financial interest or legal obligation.Debate the organisation opportunities and challenges of globalisation, workforce mixed bag and acclivitous employment relationships Globalisation, which refers to various forms of connectivity with people in other separate of the world has s everal economic and social benefits but it may also be responsible for work intensification, as well as reduce job security and work life balance. Workforce diversity is plain at both the surface level and deep level in that respect is some evidence 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, bring d protest promotion opportunities and increased tension in family relations. Discuss the anchors on which organisational behaviour knowledge is based The systematic research anchor states that OB knowledge should be based on systematic research, which is consistent with evidence-based mana gement.The multidisciplinary anchor states that the field should develop from knowledge in other disciplines (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.