...Chapter 1 1.Define Organizational Behaviour (OB) • the study of what people feel think and do in and around organizations • organizations: groups that work interdependantly towards a purpose. • must have structure 2.Explain the foundations of OB theory and knowledge and its research methods • OB is multidisciplinary relates to psychology, sociology, anythropology etc • Three units of analysis: individual, group, orginization • Research Methods : • field studies : real life organizations • case studies : in depth studies of situations • laboratory studies : in controlled environments • survey studies : questionnaires and interviews • meta-analysis : statistics 3.Describe the “systems approach”, the “contingency approach”, and the levels of analysis in understanding behaviour in organizations • Systems approach : • organizations depend upon the external environment • transform inputs into outputs efficiently and effectively • subsystems --> transformation process--> feedback • Contingency approach : OB involves complex relationships, it does not have right or wrong answers just makes hypotheses and uses consistencies to predict behaviour • Levels of Analysis • individual • task performance : goal directed behavior • organizational citizenship : helpfulness above job requirements • counterproductive work behaviours: potentially harms the work environment ...
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...1) Based on your understanding of the extract above do you agree with the statement that the employees (partners) at Fred Paul Partnership are empowered. Give reasons to support your answer. What measures would you take to strengthen the empowerment process at Fred Paul Partnership? What would make you feel most empowered in your place of work. How does McClelland’s Theory of Needs fit into motivation for the employees of FPP? I agree that the employees at FPP feel empowered because all partners are entitled to three main benefits that are termed as “the sharing of gain, knowledge and power”. All partners are considered co-owners of the company, therefore giving them the sense of empowerment. Measures to strengthen the empowerment process could be additional collaboration and clear communication. Communication would make me feel the most empowered and would make me feel like I am in the “know”. Most organizations are able to hide certain things (including financials, etc.) and employees do not know current situations. McClelland’s Theory of Needs fits into motivation for the employees of FPP because employees feel they are able to achieve these things – 1) the need for achievement – because partners are co-owners they feel they need to succeed so they work harder towards this goal 2) need power – partners feel empowered and are always in the know 3) need for affiliation – everyone has the same goal and work together to achieve this. 2) Discuss any two workplace challenges...
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...Organization structure can be considered as the perspective through which individuals see their organization and its environment. The structure of an organization will dictate how people interact with each other and their relationship of roles in the organization. If a structure is out-dated or not implemented correctly in a business, it will lead to many problems. These include conflict among employees or departments, confusion of employee roles, and lack of communication / coordination among departments. Yes every company does reach its maturity age after a certain years of its inception, the only way to avoid this is to restructure the organization and create a different brand image. For example, The Tata group was formed when India was in its early stage of the struggle against the British, since its inception, TATA’s main job has been far more than providing a mere job to it’s employees. Workers and their welfare was of utmost priority to the founder, Jamshedji Tata. Tata group of companies flourished a lot for the next 100 years , but in the 1990’s the company’s profits started declining. The company faced a lot of problems, the HR was dysfunctional, there was friction between different subsidiaries. Thus we can see that the system was well inculcated in the company and it seemed extremely hard to change it but it was necessary. And hence the group launched a HR revamp which aimed to tackle the issues internally. Steering committees were set up from the top levels...
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...Introduction In 2009 Pacific Brands reviewed operations throughout its manufacturing sites across Australia. As a result they took the decision to lay off 1850 employees as it wound down the majority of its local manufacturing. The following text will look the contributing factors that influenced this decision and the effects of organisational behaviour made to the remaining work force. In addition when consider how to move forward, Pacific Brands must consider what steps to take to motivate its surviving workforce and the impact that wider environmental factors have on the organisations ability to effectively manage change. Question 1 In many organisations the ability to manage change successfully and transform organisations in an increasingly turbulent world will be a defining factor between those who succeed and those who fail. However, understanding how as individuals or groups such as a workforce transition though any period of change is vital to its successful implementation When exploring human reaction to change Elizabeth Kubler-Ross (Scire 2007) identified five stages people go through to process an event of significant change more commonly known as The Five Stages of Grief. Whilst Kubler-Ross related the grief cycle to experiencing tragedy and loss associated with death or terminal illness her model can be applied to any period of significant trauma such as job loss or in the case of Pacific Brands the significant reduction in its workforce. The Heart of Change...
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...explain something in the case. Johns and Saks (2013) Individual Behaviour * Personality and Learning * e.g., Peterson’s peers refer to him as conscientious. Peterson’s conscientiousness could imply: * he is likely to perform well on most jobs (pg. 47) * he is likely to be an effective leader (pg. 308) * he is likely to contribute to the organizational effectiveness through citizenship behaviour (pg. 139). * Perception, Attribution, and Diversity * e.g., Peterson suspects trying to implement the inventory control system might have lead Curt Andrews to feel resentful and not trusted (pg. 6). * Curt’s perception of trust could explain his resistance to the inventory control system. Specifically, Peterson claims that Curt Andrews resists the inventory control system that was implemented to help Curt plan and coordinate (pg. 6). Curt’s resistance calls attention to a common reason for resisting change; namely, lack of trust (pg. 575). Curt resisted the inventory control systems because he did not trust Peterson’s motives for it. * Equally, perceptions of trust in management are positively related to job satisfaction, organizational commitment, job performance, and organizational citizenship (pg. 101). Curt’s participation in meetings and his issues with coworkers and subordinates may partly stem from his suspicion of Peterson’s motives. * Values, Attitudes, and Work Behaviour * e.g., Curt Andrews was significantly older than anyone else...
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...influence by the degree of fit or alignment between internal capability and external opportunity.Role of leadership in change: identify and analyse the needs for change before – clear and accurate assessment to adapt internal and external – recognise the needs to communicate new mission & priority – real change doesn’t start until the org in experiencing some external threat of significant loss due to an internal weakness – ability to inspire follower to transcend their interest – effective manage the new strategy – having a plan deal with resistance – eliminate policy, products & behaviours undermine the change efforts – see & understand followers behaviours in change. Unfreezing: replace old habit, value, attitude, mindset – new behaviours, attitude - complete when the design change in behaviours become habitual.Good governance: quality of response of the org to the guiding principles and strategic direction – deliver benefit to org – role in the process of assuring customer satisfaction – assist in assuring employee satisfaction about compensation package and security of the work environment – define the value context of the org – shape direction of mission – process of decision making & choose...
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...capacity to influence others who are in a state of dependence * People have power by virtue of their position in the org (legitimate power) or by the virtue of the resources that they command (reward, coercion, friendship, expertise) Q2) Explain how people obtain power in organizations * Doing the right things and cultivating the right people * Activities that lead to power acquisition need to be extraordinary, visible, and relevant to the needs of the org * People cultivate outsiders, subordinates, peers and superiors Q3) Empowerment * Means giving people the authority, opportunity, and motivation to solve organisational problems * Power is located where it is needed to give employees the feeling that they are capable of doing their jobs well Q4) Influence tactics * Are impersonal strategies that covert power into influence * Assertiveness, ingratiation, rationality, exchange, upward appeal, coalition formation * Rationality (logic, reason, planning, and compromise) is generally the most efficient tactic Q5) Provide a profile of power seekers * Effective managers often have high need for power * While individuals with high n Pow can, behave in an abusive or dominating fashion, they can also use their power responsibly * Managers with high n Pow are effective when they use this power to achieve org goals Q6) Strategic contingencies and how subunits obtain power * Organizational subunits obtain power by controlling...
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...same floor, perhaps for same org goals and are a part of same team. I think the work relationship got deeper and better. Lessons drawn about effective and ineffective leadership in managing power, politics and conflicts: Power: Effective leaders have power in situations not over people. Power is simply the right to provide leadership. Effective leadership involves influence over the people, power is usually given by the group to the leader. In case of ineffective leadership the group takes away the power and doesn’t veto him/her. Effective leaders use of power appropriately and know when and how to be directive and when to delegate. Ineffective leaders misses these windows and messes up the situations. Effective leaders know when to be providing guidance instead of being directive....
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... Mon. May 5. 2014. Chapter 1 -‐ Organizations and Organizational Theory Org theory helps us understand and explain what happened to an org in the past and what may happen in the future so that we can manage orgs more effectively. Important to choose the right change strategy and design the right structure depending on the changing environment and its impact on the org à orgs are not static! Adapt to external env. *Theory: ideas about what something is, how it works; the key elements are generalizability, explanation, prediction! Large, successful orgs are still vulnerable; orgs are only as strong as their decision makers. • Current Challenges • Challenges today are different from the past, so org theory is evolving. • Top execs say that coping with rapid change is the most common problem in orgs. • Globalization: world is shrinking with rapid advances in tech/communications à ...
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...Organising tools, shared language for analysing and communicating current position of Org Means of communicating tasks of coordinating complex activities towards the goals of Org Emergence - Changes in nature of Ownership and management, Changing and gloabliisng market conditions, New Org structures Org vision and mission statement articulates its strategy, Org performance relative to its strategy is in performance review in Annual Report Telstra One Factory Approach - Bringing together Operations and Management of IT System, removing duplication and complexity in system. Leadership Leadership = influence process “Follower-ship” different from management “Subordinate-ship” Power & Influence – Power to change people’s behaviour and Influence to change their preferences Can be exercised from any level or position within an Org Capacity to motive and elicit employee commitment Effective and Forward thinking Accountant Roles in Strategic Leadership 2 External Environment – Analysing an Industry Process includes – definition of ‘Industry’, Life Cycle Stage, Evolution, how factors may change their impact on future growth & profitability, what drives customers demand, Critical Success factors & how competitors compete Gathering Data – Internet, Public Agencies & Statutory Authorities, Industry Associations, Annual Reports, IPOs, University, Consultancy Firms, Lobbying Orgs., Intelligent Assumptions. Definition of ‘Industry’ – Group of Business producing...
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...Feedback Data Mind processes (Discretion / Judgement / Decision) Feedback Data Resources and methods Prescribed limits, laws, etc. 8 7 6 5 Context: Environment 5 Value add: Life of the organisation 5 Problem-solving approach: Whole systems 4 Context: The mission 4 Value add: Strategic practice 4 Problem-solving approach: Parallel processing 3 Context: System 3 Value add: Best practice 3 Problem-solving: Alternative paths 2 Context: Procedure 2 Value add: Service 2 Problem-solving: Diagnostic accumulation 1 Context: Standards 1 Value add: Quality 1 Problem-solving: Direct judgement Work strata 5 4 3 2 1 Congruence model MBA514 Spring 2013 Basic assumptions 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. Using the congruence hypothesis Description of the system - identify symptoms - specify inputs - identify outputs Identification of problems - differences between desired and actual outputs - the extent of the penalties of non-achievement (including opportunity cost) Analysis of fits to...
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...Workforce diversity (L9, chapter 14: 34) Benefits diverse workforce for organisations in terms of creativity and so on, different approach diversity management, how might be diversity, Ethnicity in job applications * Fictional CVs, online applications * Entry-level jobs * Same CV, different names * Name as indicator of ethnicity What is diversity? Diversity encompasses any characteristic used to differentiate one person from others Primary dimensions: age ethnicity, gender, sexual orientation … Secondary dimensions: educational attainment, geographic location, income, marital status, religious beliefs … The EEO approach The creation of conditions to ensure that staff have an equal chance to seek & obtain e/ment & promotion Governments – legally driven approach * Anti-discrimination legislation * Affirmative action act 1986 – equal opportunity for women in the workplace act 1999 (changed name which better reflect the purpose of the legislation). Anti-discrimination * AU: federal & state / territory legislation * Discrimination: unfair treatment of a person or minority group based on prejudice(偏见). * Direct discrimination: Person with attribute treated less favourably than person without attribute. * Indirect discrimination: Policies/practices which appear neutral but which have the effect of excluding or treating unfavourably groups of people on basis of attributes. Affirmative action Programs that require...
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...ORGANIZATIONAL BEHAVIOR Unit- 1. Definition, need and importance of organisational behaviour- nature and scope- frame work – organisational behaviour models. What Managers Do Manager: Individuals who achieve goals through other people. Managerial Activities • • • Make decisions Allocate resources Direct activities of others to attain goals Where Managers Work A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. Management Functions Management Functions Planning: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. [1] Organizing: It determining what tasks are to be done, who is to do them, how the tasks are tp be grouped, who reports to whom and where decisions are to be made. Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Mintzberg‟s Managerial Roles [2] Definition - Organisational Behaviour. OB is a systematic study of the actions and reactions of individuals, groups and subsystems. O.B. is the systematic study and careful application of knowledge about how people- as individuals and as members of groups –act within organizations. It strives to identify ways in which...
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...should take you about an hour to complete (don’t worry, I will allow everyone time to finish - up to two hours). When you finish, quietly pack up and leave the room’. Please don’t stand right outside the door yakking with your buddies – it hinders the concentration of those still writing. Onward to the review: Chapter 1 Approx. 15 questions Know and be able to explain the basic definitions: - Organizational behaviour, manager, management, ethics, contigency etc Know McGregor's Theories Understand Globalization Study the Diversity wheel Chapter 11 Approx. 14 questions Know and be able to explain the basic definitions: - Organizational Culture, Values, Sustainability, mentor etc Know and be able to eplain the competing values Framework `- clan culture, adhocracy etc Know and understand Feldman's Model of Organizational Socialization - anticipatory socialization, encounter etc Understand the four functions of org. culture - identity, committment etc Chapter 12 Approx. 12 questions Know and be able to explain the basic definitions: - Org. Chart, span of control, organization, unity of control, sustainability (meeting the needs of...
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...MQC 022010 ICT1 ESSAY 1: PART 1: COMMON TRENDS IN THE USE OF TEAMS ▪ USE OF TEAMS BEYOND FORMAL WORK GROUPS - EMPOWERMENT ▪ CROSS FUNCTIONAL –IMPROVING ORGANISATIONAL INTEGRATION, ADAPTIVE DESIGN, DEALING WITH ORG. AS A SYSTEM ▪ E’ee INVOLVEMENT T. – INCREASE E’ee PARTICIPATION ACROSS ALL AREAS OF ORG, INNOVATION ▪ VIRTUAL T. – IT AS AN ENABLING PROCESS, DEALING WITH COMPLEX ENVIRON’T, DIVERSITY & BROADER RANGE OF TALENT, EFFICIENT ▪ SELF-MANAGED T. – REPORT TO HIGHER MGT, NOT MID/LOW LEVELS, PARTICIPATION, EMPOWERMT, INTERNAL SUPERVISION, FAST & PROCESS COMPLETE, BEST PRACTICES BC INTERNAL CONTROL & DIRECTION, HIGHLY MOTIVATING, CREATIVE PROBLEM SOLVING, UNLIMTED CAPACITY ▪ COMMITTEE – SPECIAL/LIMITED TASK, ONGOING BASIS, NARROW AGENDA, DEALS WITH ISSUES, PROBLEM SOLVING CAPACITY ▪ PROJECT/ TASK FORCE – DIVERSE SKILLS OF MEMBERS, SPECIFIC PURPOSE, MEM’s HAVE EXPERTISE ACROSS RANGE OF AREAS & ABILITIES PART 2: CHALLENGES OF TEAM MANAGERS ▪ DECISION MAKING PROCESS ▪ GROUP THINK ▪ SOCIAL LOAFING ▪ UNEVEN PARTICIPATION ▪ LACK OF COMMITMENT ▪ LACK OF INVOLVEMENT ▪ LACK OF PURPOSE ▪ LACK OF SENSE OF RESPONSIBILITY FOR OWN TASKS OR TEAMS SUCCESS ▪ AGGRESSION ▪ INTERNAL COMPETITION ▪ WITHDRAWAL PART 3: SOLUTIONS TO ABOVE ▪ CLARIFY GOALS & PROVIDE DIRECTION ▪ CLARIFY DESIRED LEVEL OF ACCOMPLISHMENT ▪ DECREASE GROUP NUMBER ▪ SELECT STRONG & COMMITTED T. LEADER ...
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