Organisational Behaviour
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Transcript of Organisational Behaviour
Organisational Behaviour
Lecture 1
Related to individuals and group of people working in teams
OB is concerned with the study of what people do in an organisation and how that behaviour affects the performance of the organisation:
- Individual Behaviour- Individual and group behaviour- Organisational structure
Primary roles, functions and activities of different management levels in an organisation
- Definition of an organisation- Structure of an organisation- Four key Management Functions- Management roles- Management activities- Comparison of the roles, functions and activities within the different levels in the organisation
Definition and structure of an
organisation?
According to Lawler & Hackman, 1975:
- Composed of individuals and groups
- Exist in order to achieve certain goals
- Require control and co-ordination
- Some degree of permanence/existence
Structure
- Organisations are set up to meet values, mission and goals of
organisations
- All organisations have rules and regulations
- No right or wrong structure – depends on what one would favour
- The traditional structure accepted in an organisation is the structure
where authority pass through Top to Bottom level of the organisation
Traditional Structure
Top Management
Middle Management
First-Line Management
Flow of
levels in the
organisations
•This figure / structure is commonly referred as the Line and Staff
Relationship Diagram
• Line Relationship – Describes a situation where someone has a direct authority
over and responsible for the work of subordinates
- It flows from one level of hierarchy to the next level
- Also, called as the Scalar chain – whereby power is shown
•Staff Relationship – Describes a situation where advice may be provided or/and
authority is exercised
- Concerned essentially with achieving organisational goals
Four Key Management FunctionsPLANNING ORGANISING DIRECTING CONTROLLING
• Determines what
needs to be done
for the organisation
in the long-term
•Systematic thought
that precedes
action
•It involves the
following:
- Forecasting
- Goal setting
- Decision-making
• Concerned with
allocation of
resources for both
staff and others
(finance, time,
materials and so
on..)
• Ensuring that
employees are
appropriately
engaged in working
on activities to
meet goals and
plans
•Involves motivating
and supervising staff
for effective
performance
• Process of
monitoring and
regulating
performance to
ensure it conforms
to plans and goals
of organisation
Management Roles
Mintzberg identified 3 main roles:
- Interpersonal – dealing with maintenance of
relationships within and outside the organisation
- Informational – dealing with gathering and provision of
information
- Decisional – dealing with organisational and operational
problems and difficulties
Management Activities
Determining objectives
Defining problems that need to be solved to achieve the objectives
Searching for solutions to problems specified
Determining the best solution to the problem
Securing an agreement on implementation
Preparation and issue of instructions
Execution of agreed solutions
Devising and discharging an audit process
Differences in the main responsibilities
of the 3 management levelsTOP MIDDLE FIRST-LINE
•Responsible for entire
organisation or significant
large parts of it is located
•Also responsible for
middle tier of
management
•Also called as the
‘institutional’ or
‘corporate’ level
•Concerned with the
whole organisation, its
goals and relationship with
the environment
•Also called as the “meat
in the sandwich” –
between senior and first-
line management
•Responsible for the work
of managers at a lower
level
•Some analyses describes
this level as the
‘organisational’ level due
to its concern with the
organisation and
integration of work
processes across a
broader range
• Commonly known as the
‘supervision / supervisor
level’
•Takes place at the lowest
level in the hierarchy
•Directly responsible for
the operation of discrete
tasks and non-managerial
personnel
•Often called as the
‘technical’ Level
•Concerned primarily with
undertaking actual work
processes
Differences in the Functions
PLANNING
ORGANISING
CONTROLLING
SENIOR MIDDLE FIRST-LINE
PLANNING ORGANISING AND
DIRECTING
CONTROLLING
•Overall decisions on goals
and plans for the whole
organisation is made by the
Senior Management
•Senior management works
closely with the middle
management in developing
the operational plans for the
achievement of the goals
planned by the Senior
•At lower level, less
emphasis is put onto the
decision-making – they are
only instructed
•Allocation of resources is
controlled by the highest
level which is the Top
management
•Middle management carries
out the detailed
responsibility for planning
and organising of work on
broad level
•First line management have
a limited scope for
organising in respect of
resource allocation and
operational arrangements
•Much more involved in
directing more responsibility
on this level
•Front line or first line they
are involved in organising
and getting the work done
•This constant is found in all
3 levels
•Each level of management
need to monitor and review
progress towards goals in
relation to their
responsibilities
Differences in the Roles
INTERPERSONAL INFORMATIONAL DECISIONAL
• Role of the figurehead
tends to be more
important at senior
levels
•Greater positional
power and weight often
necessary for duties to
be carried out properly
•Leader role is central
to supervisors reflecting
their greater
involvement in ensuring
smooth operation of
staff relationship
•Spokesperson roles is
more dominant in higher
levels – same reason as
figurehead
•Important to note that
entrepreneur/supervisor
role is as important
throughout the
hierarchy in terms of
disturbance handler
•Middle/Senior
management mainly
deals with the resource
allocator
Differences in the Activities
Highlights the inter-relationships between
activities carried out in different part of the
structure
SENIOR MIDDLE SUPERVISOR
• Concerned with
determination of
objectives & deciding
upon appropriate
courses of action at
highest level
•Securing agreement at
highest level to ensure
the acceptability of
proposed plans
•Issuing of instructions &
development of schemes
of work to be executed
•Specifying problems and
solutions to work on
Overall importance of management
in an organisation In order for an organisation is successful in
achieving its goals. Co-operation at all levels
is important
Senior management is dependant on 1st line
management and vice versa