...PEOPLE IN ORGANISATIONS Level 7 I. ORGANISATIONAL BEHAVIOUR 1.1. The meaning of organizational behaviour We live in an organizational world. Organizations of one form or another are a necessary part of our society and serve many important needs. The decisions and actions of management in organizations have an increasing impact on individuals, other organizations and the community. It is important, therefore, to understand how organizations function and the influences which they exercise over the behaviors of people. 1.2. The behavior of people Organizational Behaviour is concerned with the study of the behavior of people within an organizational setting. It involves the understanding, prediction and control of human behavior. There is a close relationship between Organizational Behaviour and management theory and practice. The behavior of people, however, cannot be studied in isolation. It is necessary to understand interrelationships with other variables which together comprise the total organization. To do this involves considerations of interactions among the formal structure , the task to be undertaken , the technology employed and the methods of carrying out work, the process of management and the external environment . The study of O B embraces therefore the understanding of : * The behavior of people , * The process of management ; * The organizational context in which the process of management takes place ; * Organizational processes...
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...Managing People and Organisations 1. With references to the case study, summarise the relationship between goals, objectives and policy and advice the management of Scotia Airways of the contribution each will make to effective managerial performance. Goals determine the nature of inputs (the employees, management efforts) and outputs (quality of service). Goals also determine the interaction it has with its external environment. It is a future expectation. Goals are generically for an achievement or accomplishment for which certain efforts are put. Objectives are specific targets within the general goal, are time-related to achieve a certain task. The words Goal and Objective are often confused with each other. They both describe things that a person may want to achieve or attain but in relative terms may mean different things. Both are desired outcomes of work done by a person but what sets them apart is the time frame, attributes they are set for and the effect they inflict. Comparison chart | Goal | Objective | Meaning: | The purpose toward which an endeavour is directed. | Something that one's efforts or actions are intended to attain or accomplish; purpose; target. | Action: | Generic action, or better still, an outcome toward which we strive. | Specific action - the objective supports attainment of the associated goal. | Measure: | Goals may not be strictly measurable or tangible. | Must be measurable and tangible. | Time frame: | Longer...
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...F84T 34: Managing People and Organisations. Outcome 1: Explain the characteristics and purpose of the organisation and it’s environment. 1. Analyse the relationship between organisational goals, objectives & policies and explain their contribution to effective management in the case study. There are four main types of goals: Consumer goals which refer to supplying a product or service that the market/consumer wants. Suzy’s consumer goals were to create gourmet chocolates to a very high standard, attention to detail and offering a unique product is a very important to Suzy as well as specialist chocolates for customer’s requirements. Product goals which refer to supplying an outstanding value proposition compared to other products perhaps due to the likes of quality, design, reliability and novelty. Suzy worked to offer a unique product, novelty and high class chocolates for her customers. She soon built up a reputation for dependability through always delivering orders on time. Operational goals which refer to running the organisation in such a way as to make the best use of management skills, technology and resources. hey joy of Chocolates operational goals are; all staff supported in developing their skills, training for the production staff ensured a high level of expertise. Hafiz holds a personal development review every four months to give feedback; he also uses job rotation to build knowledge further. Encourage a positive culture of staff development...
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...Organizational goals, objectives and policies Goals are critical to organizational effectiveness, and they serve a number of purposes. Organisation can have several different kinds of goals and they all have to be appropriately managed. A number of different kinds of managers must be involved in setting goals. Purpose of Goals: Effective goal planning facilitates effective planning. Goals have following functions: 1. They provide guidance and unified direction for the people in the organization. 2. They serve as a source of motivation for the employees. 3. Goals provide a mechanism for evaluation and control. The goals may be in the form of: • Consumer’s goals: the basic reason for the existence of business organization is to make profits and profits are created by consumers. Knowing the needs of the consumers, its fulfilment and satisfaction is one of the primary goals. • Product or service goals: Organizations have a basic goal of creation of goods and services. The goods produced should be of high quality. • Operation goals: relate to goals to run the operations of the organization smoothly. • Secondary goals: all the goals which are not the main part of business. However, it does not imply that are unimportant. For example, protection and enhancement of human resources. Plans of an Organisation After mission has been established and the objectives clearly spelt the next step is the creation of plans in the organization. Plans are...
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...Case Study Material Scotia Airways is a small private airline based in Glasgow, Scotland. The airline was launched in May 1996 by a group of independent business investors. The headquarters of Scotia Airways is located next to Glasgow International Airport. The airline operates scheduled flights, mainly targeting business and leisure travellers and aims to provide exceptional value for money, unparalleled comfort and convenience to its passengers, every time they are on board. Scotia Airways initially established itself in the UK domestic market but now flies directly to some of the well known commercial hubs of Europe, thereby connecting them to the main cities of Scotland. The airline has an increasing presence at Scotland’s main airports in Glasgow, Edinburgh and Aberdeen. It offers several value added services, such as, valets to assist the passengers in boarding the plane, gourmet meals and a range of in-flight services and entertainment. Scotia Airways is the first airline to offer full business class services, but at prices that are equivalent to the economy class of its competitors. The airline currently covers eight destinations across Europe, including Brussels, Paris, Frankfurt, Madrid, Rome, Lisbon, Amsterdam and Copenhagen as well as domestic flights to Manchester, Birmingham, Bristol and four London airports. The airline has a fleet of five aircraft which the management team feel enables the business to be responsive to the demands and challenges of the market...
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...Introduction In every organisation and every department there are challenges faces by managers and employees at all levels. This essay will attempt to identify the problems and challenges in the Media Relations team and the Corporate Communications department as a whole in UBS Americas in the wake of company-wide cultural and procedural changes. It will endeavour to explain them with the help of management theory and offer practical and real solutions. Company Overview, My Team and Role UBS AG is a huge international banking firm, employing over 66,000 employees worldwide. Based in Switzerland, it's second largest branch is based in the United States, with further extensive branches in over 50 countries globally including the UK, Hong Kong and Singapore. With the two main branches in Switzerland and the US, the corporate culture has been one of internationalism and at the same time, locality, adopting different practices and processes in each of the main branches. The UBS Americas Investment Bank Corporate Communications department has undergone recent changes. Previously, the department was responsible for handling all PR, external and internal communications objectives for the Investment Bank and Global Asset Management. It was also responsible for Wealth Management Americas branch PR and Financial Advisor (FA) communications across the country. The Media Relations team in the Corporate Communications department was previously responsible for handling all...
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...tony and Mags. They are the owners; Below them you have Adam and Euan. Adam is the general manager and Euan is the head chef. Adam has control over Mark who is the Assistant manager. Mark is then in control over all the waiting staff. In the Kitchen Euan is in charge of all the kitchen staff. Recommendations A recommendation would be to cut down a level of management as it would not just save money but it would give Tony and Mags a better feeling of control over staff. If Tony became head chef he would save the money he is paying Euan for his work. If Mags became general manager and gave Adam the job of supervisor they could get rid of Mark as assistant manager as this is a title/level of hierarchy that isn’t needed in such a small organisation. Applying the contingency approach. The task is fairly simple in a hotel, Prepare and serve food and drinks to the customers. By getting rid of Euan and Mark the business will still get the job done. Staff may get more work which may been seen by them as more responsibility. The size of the hotel is small so its not needing as many levels of management as it has as little management is needed to control the very few numbers of staff. Relationships The are four different relationships in the business; Line, Staff, Functional, Lateral. An example of a line relationship would be Mags to Adam. An example of a staff relationship would be Chloe to Tony. An example of a functional relationship would be Rory to Albert. An example of...
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...w rP os t S 908C22 AN INTRODUCTORY NOTE ON MANAGING PEOPLE IN ORGANIZATIONS op yo Ann Frost and Lyn Purdy wrote this note solely to provide material for class discussion. The authors do not intend to provide legal, tax, accounting or other professional advice. Such advice should be obtained from a qualified professional. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ann Frost and Lyn Purdy 1 Version: (A)2008-10-21 tC The work of organizations is done through people. Elaborate structures, systems, rules, and reporting relationships do little more than provide guidance for such behaviour — they do not produce it. Eliciting the needed behaviour is the job of managers. Increasingly, firms are also dependent on more than mere compliance to the dictates of management. Rather, a firm’s competitive success rests on its ability to respond quickly and flexibly, to innovate, and to continually improve. To achieve success, the organization requires the commitment of its members...
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...MPO STAKEHOLDERS V SHARE HOLDERS This article is basically about the importance of the ‘Firms’ which are both Stakeholders and Shareholders but the Fact is local and big businesses are focusing more on the consumer, ‘shareholder’ rather than the Stakeholder. The wants and needs of the Shareholder come first. Companies are more focused on customer satisfaction but there is some that put their staff before customers such as ‘John Lewis’. ‘Short term pursuit of gain is rarely likely to benefit a business in the long run anyway’. The point being made is companies want to maximise the values of their Shareholders but don’t want to put Stakeholders at risk as they wish to make the business a lasting one and the employees are important to max a long-term shareholder as quoted ‘If retaining talented staff is a managers’ hardest task, Devotion to employees may be the best way to maximise long-term shareholder value. I agree with the statement on the maximisation of the shareholders but I also think it is important to split it equally between the stakeholders and shareholders. They both play a vital part internally and externally. But with Stakeholders Plans and adjustments must be made for a business to adjust and thrive so maybe it is best to put the stakeholders before the shareholder. It has to be balance as the Stakeholders wish to keep in the shareholders happy as they are the Managers, Owners, Employees and Customers who will keep the company rolling forward. I think without...
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...running the entire business as one entity. They insist that “It is a continuous cycle of planning, executing, measuring results and planning the next actions. In the context of a larger strategic initiative, that means continuous improvement”. 2. The importance of Performance Management Performance Management helps to increase organisational effectiveness by obtaining better performance from people, getting them to work well together, improving organisational processes such as the formulation and implementation of strategy and the achievement of high quality and levels of customer service, and facilitating the management of change. (Coens and Jenkins, 2002). According to CPID, Performance management has a significant role to play in enhancing organisational performance by: * ensuring everyone understands their contribution to organisational goals and objectives * ensuring each individuals understanding what is expected of them and has the skills and support to achieve this * Driving engagement * Ensuring effective communication throughout the organisation and linking of objectives * Enhancing the...
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...questions and given exhaustive answers on these. A goal is a broad statement of where you want to be as an organisation and what you want to achieve. It is a future expectation of the organisation. The goals of an organisation will determine the nature of its inputs and outputs. An example of a company’s aim would be to increase profits. The inputs in a way of both employees and management. The efforts of both of these will make a big impact on how these goals are met and within the timescale. Suzy’s aim for the company was to create chocolate that would be boost local produce. She wanted the business to be well known for excellent and innovative products. Another aim Suzy set for the company was to create self-help in the communities that were supplying the cocoa. Suzy wanted to create a positive culture in all aspects of the business. Goals of the organisation should be categorised into different types of goals for example, Consumer goals which includes meeting the needs of the consumer, Product Goals which relates to the characteristics of the product, Operational goals relates to the series of activities involved in providing the outputs, operations and the functions of the organisation and lastly secondary goals which is not the main aim itself but the manner in which the organisation uses its powers and influence of its outputs. A goal is the end that the organisation endeavours to attain. For the goal to be met this requires action from the managers who needs to break...
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...PEOPLE AND ORGANISATIONS: MOTIVATION AND INDIVIDUAL DIFFERENCES - LITERATURE REVIEW – INTRODUCTION Many literatures in the past have served as string evidences of the need for the right approach towards the management of people within an organisation. In lieu of being able to improve the performance of an organisation, taking into account the management of its workforce, difference approaches and frameworks have been introduced. For instance, Bolman and Deal (2008) introduced four major frames which are significant for the management of firms as it presents ways on how to understand how an organisation operates. The four frames which have been introduced include structural frame, human resource frame, political frame, and symbolic frame. In this literature review, the focus of the discussions which will be made will be the human resource frame, specifically, an understanding of how motivation and individual differences becomes essential in such context. DISCUSSION The human resource frame is commonly used in having an understanding of how organisations work basically because of the psychology and counselling components included in such. This frame places an emphasis on the subsystem of the organisation, with focus on different factors such as motivation, training, needs, hiring, commitment, and socialization of people who are working within the organisation. More importantly, the...
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...MGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing Organisations and PeopleMGMT 1001 - Managing...
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...Unit Title: Managing People and Organisations Outcome 2: Assessment 1) Content theories of motivation Maslow Hierarchy of Needs is a theory which was created by a man called Abraham Maslow. Abraham Maslow wanted to understand what motivates people. He himself believed that people possess a set of motivation systems which were unrelated to rewards or unconscious desires. He stated that people are motivated to want to achieve certain needs. When one need is fulfilled a person will then then seek to fulfil the next need and so on. The earliest and most widespread version of Maslow’s Hierarchy of Needs includes five motivational needs often represented as hierarchical levels within a pyramid which can be shown below. The four bottom needs are called the ‘basic needs’. They are said to motivate people when they are unmet. The need to fulfil such needs will become stronger the longer the duration they are denied for. Everyone must satisfy their lower level basic needs before they decide to progress onto meeting the higher level growth needs, once the needs have been reasonably satisfied one may be able to reach the highest level called self-actualization. Every person is capable and has the desire to move up the hierarchy towards a level of self-actualization however sometimes progress may be interrupted by failure to meet the lower level needs. Life experiences including loss of job and divorce may cause an individual to rise and fall irregularly between the levels of the hierarchy...
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...Organisational goals refer to running of the organisation so as to make the most of management skills, technology and resources. Joy of chocolates operational goals are; training for production staff to ensure a high level of expertise, support staff development. Hafiz uses job rotation to further staff knowledge and also holds a personal development review every four months to ensure that staff are given feedback. Goals which are not classed as a priority by an organisation are called secondary goals. Joy of chocolates secondary goals are; limiting the number of suppliers so as to develop a close working relationship and not run the business based on price, offering products using local produce. Suzys objective was to find fair trade suppliers. Her main policies were; health and safety, food production regulations and low wastage. Having policies in place ensures that all staff are giving a consistent approach to work and that everyone is following the same guidelines. 2. Formal organisations are more formal and strict. Informal organisations are often more creative and relaxed. These are more fun and almost like a small family. Formal organisations are based on structure, rules and following order. These types of organisations have boundaries. Informal organisations are places like local shops. Many of these have rules but are not followed as strictly as they would be in a formal organisation. Within informal organisations management are normally more approachable and...
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