Fundamental of Organizational Behavior

Dynamics and People Organization

Organizational dynamics refers to the patterns of movement over time in the interactions between the people who are the organization, the community of practice. Such patters could be described, for example, as regular patterns of dependence and conformity, or as irregular patterns of aggression and noncompliance. (Stacey, 2007, pp.3)

Dynamics and People Organization

Organizational dynamics is contrasted with organizational strategy or, simply, strategy. Organizational dynamics is about patterns of movement in the activity in the joint activity people undertake, organizational strategies, and its purposes over time and how actors involved are engaged in, and think about, this movement. (Stacey, 2007, pp 240)

Models of Organizational Behavior

Autocratic Model

The autocratic model depends on power. In an autocratic environment the managerial orientation is formal, official authority. This authority is delegated by right of command over the people to it applies.


The Custodial Model The custodial approach leads to employee dependence on the organization. Rather than being dependence on their boss, employees now depend on organizations for their security and welfare. Employees working in a custodial environment become psychologically preoccupied with their economic rewards and benefits.


The Supportive Model

The supportive model depends on leadership instead of power or money. Through leadership, management provides a climate to help employees grow and accomplish in the interests of the organization the things of which they are capable.


The Collegial ModelThe collegial model depends on management’s building a feeling of partnership with employees. The result is that employees feel needed and useful. They feel that managers are contributing also, so it is easy to accept and respect their roles in their organization. Managers are seen as joint contributors rather than as bosses.


The System ModelAn emerging model of organization behavior is the system model. It is the result of a strong search for higher meaning at work by many of today’s employees; they want more than just a paycheck and job security from their jobs. Since they are being asked to spend many hours of their day at work, they want a work context there that is ethical, infused with integrity and trust, and provides an opportunity to experience a growing sense of community among coworkers.

Managing Communication

“Communication is the process of conveying the message from one person to the other (Weick and Browing, 1986), however it is very important that the recipient of the information understands the content and the meaning of the message.” (Rouse & Rouse; 2005, 40.)


Weihrich and Koontz stated that the function of communication in the organization is to connect the employees of that organization in order to reach mutual goals.


Communicational flow in the organization can develop into many different directions:

Upward communication

Downward communication

Sideward communication.


Upward communication

The one which goes up the official hierarchy, from the lower to the higher level in the organization. Information go from the subordinates to the superiors. It is mostly used for sending information associated with the proposals system, employees’ opinion, work insight, attitudes and problems of the employees.


Downward Communication

Flows from the higher to the lower levels in the organization. It is characteristic for giving orders, broadening of ideas and communicational knowledge.


Weihrich and Koontz term the horizontal and diagonal flow of information a sideward communication, because of their generic joint features. S. P. Robbins 35 ,Interdisciplinary Management Research V terms them a lateral communication. Horizontal communication appears among people of the same status within a department or among different working units, whereas the diagonal communication appears among people of the different status who are not formally connected in the organizational communication system. (Fox; 2001, 41.)


Communication Network of Organization

Formal Communication

Informal Communication


Formal Communication

Chain

Circle

Wheel


Chain CommunicationChain network of formal small groups mainly follows the formal chain of command


Circle Communication Circle network has the leader as the central person for conducting all communications within the group.


Wheel Communication As opposed to chain and circle network, wheel network is characterized by openness that enables the joint communication of all members of the group.


If we compare the networks in small groups having in mind certain criteria as speed, accuracy, leader emergence and member satisfaction, we would conclude that in order to come to a conclusion, we have to wisely choose a particular form of the communication network depending on the aim we want to achieve. If we appreciate accuracy, then the chain network should be used.



“Informal communication reflects the employees’ perception concerning the organization. It often carries or asks for information that the management, accidentally or deliberately, has not formally disclosed.” (Fox; 2001, 47.)



In Anglo-American business culture known as grapevine is secondary and very complicated communication network that is based on personal contact, and opposed to the system of formal communication it does not follow a particular line settled in advance.” (Fox; 2001, 46.)

Social System and Organizational Culture

A social system is a complex set of human relationships interacting in many ways. Possible interactions are as limitless as the stars in the universe. Each small group is a subsystem within larger groups that are subsystems of even larger groups, and so on, until all the world’s population is included. Within a single organization, the social system includes all the people in it and their relationships to one another and to the outside world.


Two points stand out in the complex interactions among people in a social system. First, the behavior of any one member can have an impact, directly or indirectly, on the behavior of any other. Although these impacts may be large or small, all parts of the system are mutually interdependent. Simply stated, a change in one part of a system affects all other parts, even thoughts impact may be slight.


A second important point revolves around a system’s boundaries. Any social system engages in exchanges with its environment, receiving input from it and providing output to it social systems are, therefore, open systems that interact with their surroundings.


Social Equilibrium A system is said to be in social equilibrium when its interdependent parts are in dynamic working balance. Equilibrium is a dynamic concept, not a static one. Despite constant change and movement in every organization, the system’s working balance can still be retained. The system is like a sea: in continuous motion and even suffering substantial disruption from storms, over time the sea’s basic character changes very little.


Functional and Dysfunctional Effects If the effects of change are favorable for the system, it has a Functional effect. When an action or a change creates unfavorable effects, such as a decline in productivity, for the system it has a dysfunctional effect. Employees can also have functional or dysfunctional effects on the organization. They can be creative, productive, and enthusiastic and actively seek to improve the quality of the organization’s product or service.


Psychological and Economic Contracts When employees join an organization, they make an unwritten psychological contract with it, although often they are not conscious of doing so. This contract is in addition to the economic contract where time, talent and energy are exchanged for wages, hours, and reasonable working conditions.


Psychological and Economic Contracts The psychological contract defines the conditions of each employee's psychological involvement – both contributions and expectations– with the social system. Employees agree to give a certain amount of loyalty, creativity, and extra effort, but in return they expect more than economic rewards from the system.

The Result of the Psychological Contract & The Economic Contract

Employee:-Expected gains-Intended contributions

Employer:-Expected gains-Rewards ofered

Psychological Contract

Economic Contract

Employee:If expectations are met

· -High job satisfaction·-High performance·-Continuance with organization

·If expectations are not met·-Low job satisfaction·-Low performance·-Possible separation

Employer:If expectations are met-Employee retention-Possible promotion

If expectations are not met:-Corrective action; discipline-Possible separation

Fundamental of Organizational Behavior

Education

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