...ORGANISATIONAL BEHAIVOUR 1.1 Organisational Behaviour-It’s nothing more than developing our individual understanding and development of people skill. A multidisciplinary field devoted to understanding individual group behaviour, interpersonal process and organizational dynamics. 1. Organisation 2. Behaviour An organization is a collection of people working together in a division of labour to achieve a common purpose. The study of organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in terms. The study of organisational behaviour relates to the expected behaviour of an individual in the organisation. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. Organisational Behaviour is concerned with the study of what people do in an organization (social system) and how that behaviour affects the performance of the organization: * Individual Behaviour * Individual and Group Behaviour * Organizational Structure 1.1.1 DEFINITIONS OF ORGANISATIONAL BEHAVIOUR: According to Luthans (OB: 2002) OB is directly concerned with the understanding, predicting and controlling of behaviour in organizations. According to Stephen P Robins (1999: 31-43) Organizational Behaviour is a systematic study of the actions and attitudes that people exhibit within organisations According to Roman...
Words: 2880 - Pages: 12
...future, I request that you arrive on time and ready to start at the prescribed hour. This is a matter of simple respect and courtesy, as well as efficient time management”. 7 minutes!!!! How many times do we turn up 7 minutes late for meetings? NEVER!!! We always turn up 10 – 15 even later – for meetings. 7 minutes. It seems ridiculous. But positive organisational behaviour is also about respect for others and not wasting others time, and even 7 minutes, is not so positive. Our director was seeing the start of slippage in the way people behaved and chose to address it before it became the new behaviour of people. We were all astounded when we got the letter, but we reverted to arriving on time! For a while. ☺ I don’t recall a second letter. Is this an organisational issue? Yes, it certainly affects the organisation. But it relies on the individual responsibility to change. So organisational behaviour is about individual behaviour. Over 20 years ago, when I was recruited as a young manager to Procter and Gamble. no-one talked to me about positive organisational behaviour. No-one said to me – “elaine, we have positive organisational behaviour here, see what it looks like, can you do it ?” – No one even told me how to behave. But in general there was something in the air. There was an unspoken rule around certain things that you do and certain things that you don’t do. The letter from...
Words: 2173 - Pages: 9
...Critique Workplace deviance/counterproductive workplace behaviour/justice perceptions/goldbricking/cyberfloating Motivation Job Satisfaction Organisational Citizenship Group cohesion and high performance work teams Motivation: A study of sales representatives conducted by Barrick, Stewart and Piotrowski, 2002 has defined two unique aspects of motivation: status striving and accomplishment striving, recording positive correlations with extraversion and conscientiousness variables respectively. Both subsets of motivation directly affect sales performance although the data implies that the accomplishment striving factor results in improved performance only indirectly, accompanied by a status striving variable. The study has been criticised for its sole reliance on participants drawn from sales representatives. Such a narrow band of individuals may be expected to show extraverted behaviour given the arguable necessity of such behaviour in ensuring success. Recruitment of sales representatives is dominated by a focus on selecting extraverted individuals and as such, the generality of the study regarding a correlation between the FFM and job performance is questionable. Job satisfaction: Workplace Deviance and counterproductive workplace behaviour (include in this Buckner’s excessive use of technology study): Organisational commitment: Organisational citizenship: Sean P. Neubert’s study, “The Five-Factor Model of Personality in the Workplace” posited and upheld...
Words: 892 - Pages: 4
...Managing Your Organisation » Strategy » Values, Vision, Mission and Goals » The Ashridge Mission Model The Ashridge Mission Model Given a certain degree of confusion surrounding what an organisational mission should encompass and achieve, Campell and Yeung conducted a two-year research project with 53 large, successful companies in the early 1990s in order to try to devise a meaningful mission structure. The fruits of their labour is a framework that has come to be known as the Ashridge Mission Model. Here we examine the model in detail. Campbell and Yeung’s definition of an organisation’s mission has four linked elements: purpose; strategy; behaviour standards and values as shown below: The Ashridge Mission Model Source: Campell and Yeung, Creating a Sense of Mission, Long Range Planning Vol 24, No. 4, 1990, p 13 1. Purpose Some organisations find the question ‘why does the company exist?’ so difficult to answer that they actively avoid debating the issue. Where a broad concensus on organisational purpose does exist, however, Campbell and Yeung believe that organisations can be categorised into three different types, namely: · Organisations whose purpose is to benefit shareholders, with strategic decisions governed largely by their potential impact on shareholder returns. · Organisations that exist to satisfy all stakeholders. Such companies tend to do what they can to be responsible towards shareholders, customers, employees and the environment, whether...
Words: 1182 - Pages: 5
...Introduction A manager must manage organisational behaviour. That means that he or she must have the capacity to • understand the behavioural patterns of individuals, groups and organisations, • predict the behavioural responses that will most probably follow managerial actions, and • use this understanding and these predictions to achieve control. The models or implicit theories that managers develop from everyday life to achieve the above mentioned results, are often inadequate because it depends on personal experience that may be narrow or static, and they vary in quality, sophistication and validity Therefore, a roadmap or guide for analysis and action is necessary. Any model influences the kinds of data we collect and the kinds we ignore; models guide our approach to analysing and interpreting the data we have; models help us to choose our course of action. We aim to present a model here that is build on the premise that for an organisation to be effective it subparts must be consistently managed to approach a state of congruence. It is an open systems model. A system is a set of interrelated elements and an open system is one that relates to its environment. It takes inputs from its environment, transforms them and produces outputs. General characteristics of systems As systems organisations display the following characteristics. Internal interdependence: Changes in one component of the organisation have repercussions for...
Words: 1255 - Pages: 6
...143 Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours. Originality/value – This paper makes two contributions to the literature...
Words: 9992 - Pages: 40
...CHAPTER 2 ORGANISATIONAL CULTURE Chapter 1 explored the background to and the motivation for this study, with specific reference to organisational culture and organisational commitment as the main constructs. In this chapter the concept “organisational culture” is explored in more detail. This chapter’s main focus areas include the following theoretical aspects of the concept organisational culture: background, definition, model, dimensions, development, change and management of culture. 2.1 THEORETICAL BACKGROUND TO THE CONCEPT ORGANISATIONAL CULTURE Social scientists have explored the notion of organisational culture as a perspective in organisational theory over the past decades. Brown (1998, p 2) states that “current interests in organisational culture stems from at least four different sources: climate research, national cultures, human resource management and from conviction approaches which emphasise the rational and structural nature of the organisation to be unable to offer a full explanation of organisational behaviour”. Research findings by means of organisational climate surveys that were conducted in the 1970s suggest that organisational culture seems to be a sophisticated approach to understand the beliefs and attitudes of individual members about their respective organisations (Brown, 1998). The origin of organisational culture from a national culture point of view is based, among others, on the work of Deal and Kennedy (1982). According to this view organisational culture...
Words: 6138 - Pages: 25
...Modelling for Change: An Information Systems Perspective on Change Management Models Robert D. Macredie, Carl Sandom and Ray J. Paul Department of Information Systems and Computing, Brunel University, Uxbridge, Middlesex, UB8 3PH Tel: +44 1895 203374; Fax: +44 1895 203391 E-mail: Ray.Paul@brunel.ac.uk; Robert.Macredie@brunel.ac.uk Abstract This paper will focus on the topic of organisational change and its management from an information systems perspective. The paper will examine the issues raised during a review of the change management literature – looking at the major approaches to change management, namely, the planned, emergent and contingency approaches – as background to the issues raised in other papers in this theme of the book. As in the Management In The 90s (MIT90s) study, a very broad definition of the term IT is used to include: computers of all types, hardware, software, communications networks and the integration of computing and communications technologies. The paper will then examine change management within the context of Information Systems (IS) theory and practice. This will lead to a discussion of an emerging model by Orlikowski and Hofman which will be briefly reviewed to provide insight into the types of models which are likely to provide a focus for research in the area in the near future. The model also provides a strong and interesting framework against which to view some of the papers that follow in this theme of the book. 1. Introduction As...
Words: 6387 - Pages: 26
...integral part of the life of an organisation. Organisational change is the framework for managing the ‘transition state’ of the organisation. As earlier defined, change is a movement from a current state to a future state, however, for an organisation, there is a transition stage between the current and future state. The central managerial tasks rest within the transition state and centres around three core elements; “how to avoid resistance and motivate people to change, how to control and minimize the disruptive aspects of change, how to shape the political dynamics of change” (Dawson et al, 2014). As such, organisational change can be described as the movement over time from a current state to an emerging and uncertain future state which is sometimes planned and managed with the desire to secure set objectives and sometimes unplanned (Dawson et al, pg 90). In the hyper competitive and turbo charged changing business environment of today, managers strive to find stability within the uncertainties using planned change methods while conscious of the need for adaptability, flexibility and agility to leverage processual change methods in order to survive. This paper seeks to address the dilemma between the desire for the stability of the planned approach and the flexibility of the processual approach. To examine this dilemma, this paper contrasts the planned approach to organisational change with the processual approach to organisational change. Accordingly, the paper is structured...
Words: 2454 - Pages: 10
....................................................3 1.1. Different organisational structure and culture..............................................................3 1.2. Relationship between organisational structure and culture..........................................4 1.3. Factors influencing individual behaviour at work........................................................5 2.1. Organisation theory and management practice.............................................................6 2.2. Different approaches to management used by Peacocks and Primark..........................6 3.1. Leadership styles and their effectiveness......................................................................7 3.2. Application of different motivational theories in workplace........................................8 3.3. Relationship between motivation theory and the practice of management..................10 4.1. Nature of groups and group behaviour.........................................................................11 4.2. Factors lead to effective teamwork and threaten the success......................................12 4.3. The impact of technology on team functioning............................................................13 References...........................................................................................................................14 Introduction: Organisation behaviour refers to the study and of knowledge related to people, individuals...
Words: 3354 - Pages: 14
...Dr Alf Crossman Organisational Behaviour Management Work 1 Key Areas of Focus • Division of Labour • Adam Smith • General Principles of Management • Scientific Management • Frederick Winslow Taylor Organisational Behaviour • Henri Fayol • Bureaucracy • Max Weber 2 Session Objectives • To explore the nature of classical organization theory • To become familiar with the key classical theorists’ work • To understand the principles and impact of: Organisational Behaviour • Bureaucracy • Management • To understand the principles and impact of: • Division of labour • Scientific management/Taylorism • Fordism • To explore the arguments surrounding ‘deskilling’ and labour process 3 The Obsession with Organization Before the factory system production took place primarily in cottages – the ‘putting out’ system and small workshops. Output was the main priority. Self-organization was the predominant approach. The introduction of the factory system introduced a new imperative – time. Time became a valuable resource and organization of labour became increasingly important Organisational Behaviour 4 Of the Division of Labour • Adam Smith – An Inquiry into the Nature and Causes of the Wealth of Nations, 1776 • Pin-making example • Division of Labour In an early chapter of his book, Smith observes: “One worker could probably make only twenty pins per day. However, if ten people divided up the eighteen steps required to make a pin...
Words: 1809 - Pages: 8
...helplines in the 1Modes of Managing Morality Model Leon J van Vuuren Department of Human Resource Management University of Johannesburg Abstract The Modes of Managing Morality (MMM) model provides a heuristic device to assist business ethics scholars and practitioners to make sense of the differences that exist in the ways in which different organisations manage their ethics. Although it is difficult to demonstrate a clear distinction between ethics advice and whistleblowing, these activities are often fused in organisations and the seeking of ethics advice may of necessity sometimes spill over to a need for whistleblowing. The extent and ways organisations are tolerant to and utilise ethics communication in each of these modes were illustrated in this paper. In particular, the varied prominence of whistleblowing and ethics advice facilities in each of the reactive (some whistleblowing), compliance (ethics advice supplementary to whistleblowing) and integrity (whistleblowing supplementary to ethics advice) modes were indicated. The seamless integration of ethics talk and ethics advice in the TAO-mode makes whistleblowing superfluous in this mode. The necessity for leaders and managers to acquire an ethics management competence that would, among others, allow them to actively engage in and encourage ethics talk, was emphasised. Keywords: Ethics, ethics talk, hotlines, help lines, help desk, whistleblowing, Modes of Managing Morality Model, compliance versus integrity, ethics management...
Words: 8278 - Pages: 34
...FACTORS IMPACTING EFFECTIVE IMPLEMENTATION OF CHANGE 5 3. CRITICAL EVALUATION OF CHANGE MANAGEMENT MODELS 8 4. CHANGE MODEL TO USE FOR ORGANISATION 10 5. CONCLUSION AND RECOMMENDATIONS 12 REFERENCES 13 EXECUTIVE SUMMARY The management of change in organisations is important in order to be able to implement change effectively. There are different change management models that can be utilised in implementing change in organisations with the different models having their advantages and disadvantages. Examples are Kotter's eight-step model and the CIPD's stress management model. The recommendations for M&S in Durham to improve the performance of the stores are as follows: Follow the 8-step Kotter model as the framework for change implementation. Involve the employees in the discussion of the changes and define the timing of the process pre- and post-implementation. Communicate to the wider employee group the approach being taken and the involvement of selected employees in the change management. These key recommendations are designed to support an effective implementation of change management. 1. INTRODUCTION This report provides an understanding of the factors impacting effective implementation of change. Marks and Spencer is undergoing a change in one of its stores and this report presents various change models and the appropriate model to be used for Marks and Spencer in its change challenge. The structure of the rest of the report...
Words: 2875 - Pages: 12
...SEM PLS | 26-34 | | Hierarchical Regression | 35 | V | Findings | 36-38 | VI | Conclusion | 39 | VII | Reference | 40-45 | VIII | Annexure | 44-48 | ABSTRACT The study on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour explores the association of employees psychological capital with there job satisfaction and organisational citizenship behaviour in IT sector. The study also tries to examine the mediating role played by job satisfaction between psychological capital and Organisational citizenship behaviour. A self reported paper based questionnaire survey will be conducted on employees working in IT firms in Kochi. The study was conducted among employees who were team leaders and entry level engineers employed at IT firms in Kochi. The employee with positive psychological capital and job satisfaction will exhibit organisational citizenship behaviour. Many studies have been conducted previously to identify the relationship between the variables such as on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour. The research showed positive relation among the three variables and job satisfaction having partial mediation between psychological capital and organisational citizenship behaviour. LITERATURE REVIEW I. LITERATURE REVIEW Information technology is playing a major role in India today and has transformed India's image from a slow moving bureaucratic economy to a land of innovation. The IT sector in India...
Words: 9598 - Pages: 39
...operating procedures etc. However, the phenomenon of misbehaviour can be better understood in terms of motives and opportunity. Employees commit unethical conduct because of one of the motives of - greed, financial benefit, or other individual motivations and these motives flourish in the absence of effective monitoring mechanisms and effective leadership in the work environment. Sunshine Fashions’ organisational hierarchy and work ethics provided ample motives and opportunities to the employees to indulge in fraud and misbehaviour. The specific root causes for employee misbehaviour at Sunshine can be listed as below:- Root Causes for Individual Misbehaviour (a) Lack of loyalty and belongingness - The employees of sunshine lacked loyalty and belongingness towards the company and this led to opportunistic behaviour. This may be attributed to poor organisation culture, selection process, training, and transparency in company working or leadership issues. (b) Greed – The employees wanted to make quick money through the loop holes in the system. (c) Poor leadership/role models (d) Effects of witnessing similar acts committed by co-workers. Root Causes of Contextual Misbehaviour (a) Lack of transparency in company policies – It is evident from the fact that the year end bonus was decided solely at the discretion of the general manager. (b) Lack of involvement of employees in goal/strategy setting. (c) Lack of formalised and mutually agreed Standard Operating...
Words: 1383 - Pages: 6
