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ion Behaviour
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Transcript of ion Behaviour
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ORGANISATION BEHAVIOURGEMS B SCHOOL,
BANGALORE
K.SONY
Roll No: CLOA6006A4
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ORGANISATION BEHAVIOUR
Organisation Behaviour is concerned with thestudy of what people do in an organisation andhow that behaviour affects the performance of theorganisation.
(Robbins: 1998,9)
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ORGANISATION BEHAVIOUR
The study of Organisational Behaviour involves:
consideration of the interaction among the formal structure
(organisational context in which the process of management takesplace)
the tasks to be undertaken
the technology employed and the methods of carrying out work
the behaviour of people
the process of management
the external environment
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ORGANISATION BEHAVIOUR
Interrelated dimensions influencing behaviour:
The Individual - working environment should satisfy individual
needs as well as attainment of organisational goals. The Group - formal and informal. Understanding of groups
complements a knowledge of individual behaviour.
The Organisation - impact of organisation structure and design,and patterns of management, on behaviour.
The Environment - technological and scientific development,economic activity, governmental actions.
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IMPORTANCE OF MANAGEMENT THEORY
What leading writers say is an important part of the study of management.
It is necessary to view the interrelationships between the development oftheory, behaviour in organisations and management practice.
An understanding of the development of management thinking helps inunderstanding principles underlying the process of management.
Knowledge of the history helps in understanding the nature ofmanagement and organisation behaviour.
Many earlier ideas are still important and are often incorporated into morecurrent management thinking.
1
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MANAGEMENT THEORY
Theory provides a sound basis for action BUTif the action is to be effective the theory must
be adequate and appropriate to the task and
to improved organisational performance.
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MANAGEMENT THEORY
In theory, theory and practice are the same.
In practice, theory and practice are different.
From LEADERSHIP ... with a human touch
20 October 1998
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DIVISION OF LABOUR
Definition:The extent to which the organisations
work is separated into different jobs to bedone by different people.
(Moorhead and Griffin:1998,448)
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DIVISION OF LABOUR
Major purpose or function
Product or service
Location
Nature of the work performed
Common time scales
Common processes
Staff employed
Customer or people to beserved
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DIVISION OF LABOUR
ADVANTAGES
Efficient use of labour
Reduced training costs
Increased standardisationand uniformity of output
Increased expertise fromrepetition of tasks
DISADVANTAGES
Routine, repetitive jobs
Reduced job satisfaction
Decreased worker involvementand commitment
Increased worker alienation
Possible incompatibility withcomputerised manufacturingtechnologies
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DIVISION OF LABOUR
Decisions on division of work should take
account of:
the need for co-ordination
the identification of clearly defined divisions of work
economy
the process of managing the activities
avoiding conflict the design of work organisation should take account of the
nature and interests of staff and job satisfaction.
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DIVISION OF LABOUR
Mintzbergs five basic elements of structure which
Serve as co-ordinating mechanisms for the work of
the organisation.
1. Mutual Adjustment
2. Direct Supervision
3. Standardisation of Work Processes4. Standardisation of Work Output
5. Standardisation of Worker Skills
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DIVISION OF LABOUR
ADVANTAGES OF CENTRALISATION
Easier implementation of a common policy for the organisation as
a whole. Prevents sub-units becoming too dependent.
Easier co-ordination and management control.
Improved economies of scale and a reduction in overhead costs.
Greater use of specialisation, including better facilities andequipment.
Improved decision-making which might otherwise be slower.
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DIVISION OF LABOUR
ARGUMENTS AGAINST CENTRALISATION
More mechanistic structure
Lengthens scalar chain (number of different levels in the structureof an organisation).
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DIVISION OF LABOUR
ADVANTAGES OF DECENTRALISATION
Enables decisions to be made closer to the operational level of
work. Support services will be more effective if they are closer to the
activities they are intended to serve.
Opportunities for training in management.
Tends to be easier to implement in private sector
organisations rather than the public sector -
accountability, regularity, uniformity.
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DIVISION OF LABOUR
Six key elements to be addressed when designing
structure:
Work Specialisation
Departmentalisation
Chain of Command (Scalar Chain)
Span of Control (Number of subordinates reporting
directly to a manager or supervisor.) Centralisation and Decentralisation
Formalisation
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CLASSICAL APPROACH
Emphasis on purpose, formal structure, hierarchy of management,technical requirements and common principles of organisation.
This perspective was concerned with structuring organisationseffectively.
Two major sub-groupings of this approach are:
Bureaucracy
Scientific Management (sometimes categorised as anapproach in its own right)
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CLASSICAL APPROACH
Major Contributors:
Henri Fayol
Linda Urwick
Max Weber most
prominent of the three.
Weber proposed abureaucratic form of structure
that he believed would workfor all organisations.
Embraced logic, rationality,efficiency.
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CLASSICAL APPROACH
Webers Ideal Bureaucracy
Job Specialisation
Authority Hierarchy
Formal Selection
Formal Rules andRegulations
Impersonality
Career Orientation
Criticisms of Bureaucracy
Lack of attention to theinformal organisation.
Restriction of psychologicalgrowth
Bureaucratic dysfunction
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CLASSICAL APPROACH
SCIENTIFIC MANAGEMENT
Emphasis on obtaining increased productivity from
individual workers through the technical structuring of
the work organisation and the provision of monetary
incentives as the motivator for higher levels of output.
Major Contributor - FW TAYLOR (1856 - 1917) - held
the view that there was a best working method by which
people should undertake their jobs.
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CLASSICAL APPROACH
TAYLORS PRINCIPLES
the development of a true science for each persons work
the scientific selection, training and development of the workers
co-operation with the workers to ensure work is carried out in theprescribed way
the division of work and responsibility between management andthe workers.
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CLASSICAL APPROACH
REACTIONS AGAINST SCIENTIFIC MANAGEMENT
opposition because its specific goal was to get more output fromthe workers
argument that his incentive system would dehumanise theworkplace
inadequate views of employee motivation
allegations that he falsified some of his research findings and paidsomeone to do his writing for him.
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HUMAN RELATIONS APPROACH
During the 1920s, attention began to focus on social factors atwork, groups, leadership, the informal organisation and
behaviour of people. Behavioural and informal are alternative headings sometimes
given to this approach.
Turning point came with the famous Hawthorne experiments atthe Western Electric Company in America (1924-32)
One of the researchers (leader) was ELTON MAYO (1880-1949)
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HUMAN RELATIONS APPROACH
Four Main Phases to the Hawthorne Experiments
The Illumination Experiments - level of production was
influenced by factors other than changes in physical conditions ofwork.
The Relay Assembly Test Room - attention and interest bymanagement reason for higher productivity.
The Interviewing Programme -20,000 interviews. Gave impetusto present-day personnel management and use of counselling
interviews. Highlighted the need for management to listen toworkers.
The Bank Wiring Observation Room - Piecework IncentiveScheme. Group pressures stronger than financial incentivesoffered by management.
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NEO-HUMAN RELATIONS APPROACH
Writers in the 1950s and 1960s who adopted a morepsychological orientation.
Major focus was the personal adjustment of the individual withinthe work organisation and the effects of group relationships andleadership styles.
Main contributors: MASLOW, HERZBERG AND McGREGOR.
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NEO-HUMAN RELATIONS APPROACH
MASLOWS HIERARCHY OF HUMAN NEEDS
General Examples NEEDS OrganisationalExamples
Achievement SELF-ACTUALISATION Challenging Job
Status ESTEEM Job Title
Friendship BELONGINGNESS Friends in the Work
Group
Stability SECURITY Pension Plan
Sustenance PHYSIOLOGICAL Base Salary
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NEO-HUMAN RELATIONS APPROACH
HERZBERG isolated two different sets of factors affecting
motivation and satisfaction at work.
1. Hygiene or Maintenance Factors - concerned basically with jobenvironment. Extrinsic to the work itself.
2. Motivators or Growth Factors - concerned with job content.Intrinsic to the work itself.
Goal of managers is to achieve a state of no dissatisfaction by
addressing Hygiene Factors. Task of improving motivation is
then by addressing the Motivators.
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NEO-HUMAN RELATIONS APPROACH
McGREGOR argued that the style of Management adopted is a
function of the managers attitudes towards human nature and
behaviour at work.
He put forward two suppositions called Theory X and Theory Y which
are based on popular assumptions about work and people.
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NEO-HUMAN RELATIONS APPROACH
THEORY X ASSUMPTIONS
People do not like work and try to avoid it. People do not like work, so managers have to control, direct,
coerce, and threaten employees to get them to work towardorganisational goals.
People prefer to be directed, to avoid responsibility, to want
security, and have little ambition.
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NEO-HUMAN RELATIONS APPROACH
THEORY Y ASSUMPTIONS
People do not naturally dislike work; work is a natural part of their
lives. People are internally motivated to reach goals to which they are
committed.
People are committed to goals to the degree that they receivepersonal rewards when they reach their objectives.
People will seek and accept responsibility under favourableconditions.
People have the capacity to be innovative in solving organisationalproblems.
People are bright, but generally their potentials are under-utilised.
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SYSTEMS APPROACH
Integration of the classical and human relations approaches.Attempts to reconcile the work of the formal and the informal
writers. Importance of the socio-technical system.
Attention is focused on the total work organisation and theinterrelationships of structure and behaviour, and the range ofvariables within the organisation.
The Systems Approach encourages managers to view theorganisation both as a whole and as part of a larger environment.
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CONTINGENCY APPROACH
Best viewed as an extension of the systems approach.
Highlights possible means of differentiating between alternative
forms of organisation structure and systems of management. There is no one best design of organisation.
Most appropriate structure and system of management isdependent upon the contingencies of the situation for theparticular organisation.
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THANK YOU