Organisational Behavior Notes Essay

Definition* The bring of human deportment, locatings and lock within organisational positionting to break mathematical process and differences. * Frame attains of theories, methods and principles from disciplines much(prenominal) as psychology, sociology, political * The organisational IcebergThe study of organisational de meanspiritedour embraces, and then an understanding of* The nature and purpose of the organisation* The human subdivision and conduct of multitude* Business strategy, organisational formes and the execution of die hard* The process of precaution as an integrating and co-ordinating activity* Social responsibilities and business ethics* The impertinent environs of which the organisation is part of and* The need for organisation success and survival.The Pyschological commence* The PC is non a formal written document that is referred to tho a people organisation kin where mutual anticipations and gaiety of postulate ar implied.* Important to enhance the level of trust and team bring.* Human with child(p) to be seen as a responsibility and a picks to be added to* dickens observations in human doings at move* Peter dominion* Parkinsons law../2The pyschological demand possible examples of idiosyncratic and organisational expectationssomebodys expectations of the organisation* Provide safe and hygienic working conditions.* take a shit every healthy effort to generate line security.* Attempt to provide ch every last(predicate)enging and satisfying jobs, and reduce alienating reflexions of work. * Adopy equitable human resource circumspection policicies and procedures. * Respect the role of trade union officials and rung representatives. * meditate fully with staff and al mortified genuine participation in decisions which be active them. * Implement best practice in equal opportunity policies and precedures. * requite all staff fairly according to their contribution and arrangeance. * Provide reasonable opp ortunities for soulal development and c ber progression. * Treat members of staff wit respect.* attest an understanding and considerate military strength towards face-to-face problems of staff.Organisations Expectations of the single(a)* Up survive the ideology of the organisation and the corporate image. * devise diligently in pursuit of organisational objectives. * Adhere to the rules, policicies and procedures of the organisation. * Respect the reasonable authority of senior members of staff. * non to take advantage of good pull up stakes shown by the vigilance. * Be responsive to the leadershiphip model.* Demonstrate loyalty, respect confidentiality and non betray positions of trust. * Maintain harmonious relationships with work colleagues. * Not to abuse organisational facilities such as email or pro enclothe access. * ac companionship reasonable and acceptable standards of dress and appearance. * Show respect and integration to customers and suppliers. A pyshcolo gical contract is non only measured in financial value or in ex channel of goods or services, it is in warmheartedness the ex lurch or sharing beliefs and values, expectations and satisfactions. Mutuality is the base principle of the pyshcological contract and consensus or mutual understanding is the basis of mutuality.Ideally and then self-seeking should be balanced with common gratify in a win-win arrangement. In the past this unspoken contract might go through implied that employees could expect job security and adequate rewards from their employer in exchange for hard work and loyalty. nowadayss pyshological contract whitethorn be different, in line with a changed working environment that includes factors such as increased rationalism, technological changes, and management aproaches such as bug outsourcing. The naked as a jaybird pyschological contract whitethorn revolve to a greater extent around an employers willingness to assist you in developing your skills to ord er to entertain your market might.The Peter PrincipleThis is concerned with the study of occupational in competence and the study of hierarchies. In a pecking order every employee inclines to rise to their level of incompetence. Employees competence in their postion be promoted and competence is each(prenominal) new position qualifies for furtherance to the next highest posotion until a position of incompetence is reached. The principle is based on perceived incompetence in all levels of every hierarchy political, legal, educational and industrial and ways in whcih employees move upwards through a hierarchy and what happens to them after promotion.Peter suggests tow main means by which a person can effect their promotion rate. Pull and impact. * Pull is an employees relationship by blood, marriage and acqaintance with a person above the employee in the hierarchy. * Push is sometimes manifested by an abnormal interest in study, vocational training and self-improvement. In sm all hierarchies push may have a marginal effect in accelerating promotion in larger hierarchies the effect is minimal. Pull is therefore, believably to be more effectual than Push.Parkinsons LawA study feature of PL is that of the rising pyramid, that is Work expands so as to fill the time available for its completion. There is little, if any, relationship between the quantity of work to be d whizz and the number of staff doing it. Underlying this tendency argon two statements * An official wants to multiply subordinates, not rivals* Officials make work for each other(a)What is driving leaders & organisations behavior?* The continuous enormousness that consumers base on value of product and service. * The various(a) workforce is likewise an grievous factor that drives organisational demeanour. * Consumers expect that organisation understands their ask and produces top superior products at best price possible. These demands place leaders in a challenged situation by dome stic and global markets and competition.What are organisational factors?* Organisational factors may be identified as the organisational environment, structure & design* separate characteristics, group behavior* Overall decision making* The change processes adopted by the organisationThe fast momentum in any manufacture highlights the importance of the leader to align the human resources with the organisational factors.Framing the Organisational behaviourOrganisational behaviour may be studied under the following main contributors* The environment* The psyche in the organisation* Group behaviour and interpersonal influence* Organisational processOrganisational environment is the extraneous and internal environment, the legal and political constraints, economic, technological changes and development all have an impact on the decisions that are interpreted by the management. The respective(prenominal) is the foundation of the organisation surgery. This should therefore highlig ht the importance of managing individual behaviour at any level of the organisation. There are 3 important influences that mould the individual behaviour.1. Individual characteristics2. Individual demand3. RewardsGroup behaviourGroups may form either intentionally by theater directorial decisions or form out of individual efforts. * Formal groups are groups that were intentionally created by managerial decisions * Informal groups are groups that form out of common interests and friendships that may have a negative or supreme effect and therefore affect the organisation or individual execution of instrument. * Organisational processes are the communication, the decision making and the leadership elements that the organisation fosters as part of its refinement and which in turn have an impact on the general performance of the individual and collective behaviour.Factors of organisation processCommunication process is the ability of management to receive, transmit and act on inform ation. The information integrates the internal activities with the external demand and information also integrates internally the activities of the organisation.Decision making processDecisions by managers have a direct impact on the employees closely being, the organisations resources and the design and implementation of rules in a organisation. This should beautify the importance of managers to communicate, assess and analyse the feedback of decisions and practises in the organisation. leadershiphip processLeaders in an organisation may be managers and non- managers. The manager may not always be the leader, yet leadership skills contribute in attaining the set goals. more or less people believe that leadership styles should vary according to the situation, other believe that one style of leadership is effective in intimately situations.grandness of effectualness* Surviving in the environment* Organisation ages- it forms, develops, matures and declinesImportance of the Dimens ion of TimeQuality, productivity, efficiency, satisfaction, adaptiveness and development are 6 general categories of effectiveness criteria. Each of the categories have a time base, short run criteria 1 year, intermediate 5 years, long run are those for which the indefinite emerging is applicable. Personality Individual difference and work behaviour* Individual differences have a direct effect on behaviour because peole who perceive things otherwise behave differently. * Individual differences shape organisaitional behaviour and consequently, individual and organisaitional success.What is the ASA framework?This is the attraction- selection-attrition to careers and organisations. * likely employees are attracted to careers and organisations. * Organisations elect employees on the basis of the needs of the organisation. * Attrition occurs when individuals watch oer that they do not belong to the organisation. Studying individual differences at the work place is important since no t addressing differences among employees may hinder from achieving organisation and personal goals.Understanding work behaviourInorder to fully understand where individual differences grow the personal environment also needs to be given aid, slant and considered. Heredity factors are also important.An effective management must* Observe and recognise the dufferences and* Study relationship between variables that influences individual behaviour.For discussion* What are the variables at work? * Give examples of work behaviour. Can you think of how these may be fostered on connected? The following variables impact employee productivity, creativity and performance extensively * Heredity factors and mutation* Abilities and skills* AttitudesHeredity factorsGender, race and ethnic dry land are all heredity factors, mental and moral differences are also influenced by genetic inheritance and such factors mould each individual which in turn have a direct effect at work behaviour.1.a Diver sity* Diversity refers to those attributes that make people different from another(prenominal). basal dimensions of diversity include age, ethicity, gender, pyshical attributes, race and sexual orientation. When an employee is harassed as a resukt of diversity, due to isolation they be line up less enthusiastic in their job. * Managing diversity therefore ensures that employees become top level contributors especially in like a shots Abilities and Skills* Ability is a pessons talent to perform a mental or pyshical task. * Skill is a learned talent that a person has acquired to perform a task. * Ability tends to be stable over time while skill tends to change according to training and cognize. adept needs ability to be a sales executive (appearance and address are important) yet one may attain skills with years of experience in sales.* Mental ability therefore refers to the level of intelligence including comprehension, asserting(a) or deictive reasoning, body language, associa tive memory etc. * Tacit knowledge is the work related to practical know how of the employees acquired eitehr through observation or direct experience on the job. Emotional intelligence When you probe people to get to know them more * It is important that managers assess and attest abilities and skills snice no amount of leadership and motivation can make up for such deficiencies- job analysis therefore becomes important. * handicraft analysis is the process of specify and studying a job interms of tasks and behaviour and specifying responsibilities, education and training needes to perform a job therefore removes guess work when recruiting.AttitudesAttitudes are deteriments of behaviour because they are linked with perception, personaility, fdeelings, etc therfore has a certain amount of importance to the managers.Attitudes are* Learned* Define ones predeposition towards a given aspect or situation* Provide the emotional basis of ones interpersonal relations and identifications with other* Attitudes are close to the core of personaility* Some attitudes are persistent and enduring while others are liable to change over time. changing attitudes at the workplaceHow can a manager change attitudes of his employees?The process depends on three main factors / contributors1. The Communicator2. The Message3. The officeThe Communicator* If the communicator is trusted and the employees perceive the manager as having prestige, they are more likely to change their attitudes. Employees change because they try to identify with a liked communicator and tend to adopt attitudes and behaviour of the liked individual. * A manager with a low prestige is not show respect / trust by peers and superiors therefore more difficult to change attitudes of his team.The Message* Intentional and unintentional messages are delivered through verbal and no nverbal communication by managers. * The message delivered to employees has to be clear, understandable and convincing. * Developing persuasive verbal and non verbal communication skills is substantive to managers.The Situation* The managers success in delivering a change in attitude also depends on the situation when the message is being delivered. * Distraction and dulcet surroundings are two factors that facilitate change in attitude (perks, performance allowance, training opportunities)Is job satisfaction an attitude?Job satisfaction issues from the perception of the job itself and the degree which there is a good fit between the individual and the organisation Factors to consider* Pay not scarce the pay but the perceived fairness. * The work itself are job tasks considered interest? Do they provide opportunities for accomplishment and accepting further / higher responsibilities? * watchfulness technical competence and interpersonal skills of the immediate boss. * Co workers extent to which co workers are friendly, competent and supportive.Advancement opportunities availability of opportunitiesWor k conditions the physical work environment is comfortable and supportive of productivity. Job security it is reasonable expectation that ones position is secure and contured employment within the organisation. Job relation in relation to Job performance on potence Are these 2 factors related or dependant on each other?* Attempts by management to satisfy employees may not mean higher performance while high performance may not mean that the employers are satisfied at work. * Discuss the ripple set up of rewards, warnings, absenteeism, fair promotion etc. That these have on job performance in general. Effect on OCPersonalityPersonality refers to a comparatively stable set of intentings and behaviour that have been significantly formed by genetic and environmental factors. * The manager attempting to understand his employees must give attention to the major forces that shape spirit. * Cultural forces, heredity, family, relationship and social class are all factors that mould rec ord. How? * Culture society, institutes various pattern behaviour with the result that members of a stopping point have common personality characteristics. * Heredity varies from personality to another but are not constant since it is associated with values or ideals (temperament)* Family relationships the experience one has with his parents, grandmothers, other family members / life experiences. * Social class influences ones self perception, perception of others, of work, of authority of money factor. * Personality is therefore a product (a number of forces that together have attributed to shape the unique individual). Personality is interrelated with perception, attitudes, learning and motivation therefore analysis behaviour is incomplete unless personality is considered.Personality and Behaviour in OrganisationsThe big tail fin Personality Dimensions is key in understanding organisational behaviour.1. Extroversion (Open minded, sociable, etc)2. Emotional (Stability)3. ag reeability (More open to people, challenges and change) 4. Conscientousness (to understand your peoples attraction) Other three major factors areLocus of controlThis relates to the extent to which employees believe that their behaviour will influence what happens to them. (Differing personalities of Internals& Externals).Self efficacyPersonal beliefs of competencies and abilities. This has an impact on Org behaviour and decisions like selection, training programmes and goal setting and performance.CreativityThis is a personality trait that requires deviation from the normal thinking to produce new and helpful ideas. (Think in an unconventional way). While a personality factor of the individual organisations play an important role to develop creativity at work by giving opportunities and freedom to think and come forward with new ideas. Reward winning ideas and discuss failures positively to nourish creativity all round.The Importance of CultureNational Culture is the sum total of t he beliefs, rituals, rules, customs, artefacts and institution that characterise the population. How organisational transactions are conducted is affected by nations stopping point and its subcultures. Values, customs and rituals of cultures do not simply appear. They are radical and are influenced by politics, religion, language and cultural aspects.Managing in the 21st carbonFor effective management understanding different cultures and various organisational cultures is important in the 21st century. ../9../9Adaptation to new environment is turn a common occurrence and although adaptation from one origin to another is always difficult, it can be better understood by learning around organisational culture.Organisational CultureOrganisational culture is the shared values, norms, beliefs and norms which influence the way employees think, feel and act towards others inside and outside the organisation.OC gives unique identity to an organisationAlthough culture cannot be seen, it can be sensed and felt through a persons attitudes, emotions and perceptions. The way we do things around here recognize and Kennedy 1982 The collective programming of the mind, Geert Hofstede 2001. Hostede identified four dimensions of culture index number distance, uncenrtainty, avoidance, individualism and masculinity. Power distance is essentially used to categorise levels of iniquity in organisations which Hofstede claims will depend upon managment style, willingness of subordinates to diasgree with superiors, and the educational level and status accruing to finicky roles. Uncertainty avoidance refers to the extent to which members of a society feel imperil by unusual situations.High uncertainty avoidance is said to be characteristic in France, Spain, Germany and many Latin American societies. Individualism describes the relatively individualistic or collectivisit ethic evident in that particular society. The USA, France and Spain flourish high individualism. Masculinity refers to a continuum between masculine charactertistics such as assertiveness and competitiveness, and feminine traits such as caring, a stress upon the quality of life and concern with the environment.Can organisational culture be created by management?* Ann Cunliffe (2008) states that OC is important for 4 reasons*Slaps the image that the public has as an organisation* Influences organisational performance* Provide direction to the company* Help to attract and retain propel staffCreating the desired OC may be difficult since imposing a particular culture may not be met with resistance. why? Is inconsistency between what the management states as values and the acceptedity with the employee an issue? What organisational factors may be attributed to the development of a desired OC? Communication is an organisational factor that is an important factor is developing and fostering an OC Why? Discuss with example?communicating top down only leaves management out of touch from the re al situation and may lead to a gap in culture that management wants to create another culture that actually develops. Uncover the levels of culturesArtefacts open organisational structures and processes (had to decipher). Annual report, newsletter, furnishings are examples of artefacts. Espoused Values Strategies, goals, philosophies (espoused justifications). Assumptions that tell individuals how to perceive, think and feel about work, human relationships and performance of colleagues. Basic underlying assumptions Unconscious taken for apt(p) beliefs, perceptions, thoughts and feelings (ultimate sources of values and actions). Summary with examples of Scheins three levels of culture* Surface demonstration of culture most accessible forms which are visible and audible behaviour patterns and objects (observable culture, send a message) * Organisational values the accumulated beliefs held about how work hold be done and situations dealt with that guide employee behaviour ( be honest, be creative, work hard) * Basic assumption invisible perceptions, taken for granted understandings, held by individual with an organisation concerning behaviour, the nature of reality and its relationship to its environment (stability, excellence, quality and responsibility).Where does OC come from?Values are the basic element that distinguishes one organisation from the other. Changing organisation structure and its process will mean a change in values and therefore a change in culture. Why? Discuss the difference on a change from tall hierarchy to a change in flat hierarchy.