HCM 114 - SOME OTHER CONCEPTS OF ORGANIZATIONAL BEHAVIOR

HCM 114

By Dr. Khaled Ouanes Ph.D.E-mail: k.ouanes@seu.edu.sa

Twitter: @khaled_ouanes

2014

THE SCIENCE OF

OBEven More Juice

WHAT ARE ORGANIZATIONS LIKE AS WORK SETTINGS?In addition to Organizational culture, another concept is

important to consider: Organizational Climate.

It is of course tightly tied to the Organization culture. But generally considered as a different parameter.

ORGANIZATIONAL CLIMATE

It represents shared perceptions of members about what the organization is like in terms of formal & informal management policies & practices.

ORGANIZATIONAL CLIMATE

In some climates, relations among managers and employees are relaxed and informal.

In other climates, managers act distant from employees, emphasize formal work procedures and interactions, with more structured & restricted communication.

ORGANIZATIONAL CLIMATE

Which one is better?- Formal climate? - Informal climate?

ORGANIZATIONAL CLIMATE

???

Both formal and informal can be good according to different

situations, cultures, countries, industries etc.

Both can be considered as fit.

ORGANIZATIONAL CLIMATE

ORGANIZATIONAL CLIMATE & CULTURE: WHY?

ORGANIZATIONAL CLIMATE & CULTURE: WHY?

OPEN SYSTEMSIn open systems settings,

Organizations obtain resource inputs from the environment They.

transform human and material resource inputs into finished goods,

products or services.

OPEN SYSTEMS

If everything works right within these systems:

WHAT WILL HAPPEN?

THE RIGHT OPEN SYSTEMS1- Suppliers value the organization as a customer & continue to provide needed resources2- Employees value their work & infuse the transformation processes with their energies & intellects, 3- Customers value the organization’s outputs enough to create a continuing demand for them.

Organizations as Open Systems Interacting With Their Environments

Organizations are open systems that create value while interacting with their environments. This cycle is called a value chain: A sequence of activities resulting in the creation of goods, products & services of value to customers.

VALUE CHAIN

It begins with the acquisition of inputs continues through their transformation into product outputs, and ends when customers and clients are well served.

VALUE CHAIN

A well managed value chain allows the organization to sustain operations & prosper over the long run. Otherwise, when the value chain breaks down due to given issues (e.g.

input / Transformation / Output problems), an organization’s performance suffers & its livelihood may be may be threatened.

VALUE CHAIN

People, groups, and institutions that are affected by and thus have an interest or “stake” in an organization’s performance. It is common in OB to recognize investors customers, owners, employees, suppliers, regulators, local communities, and future generation among the key stakeholders of organizations.

STAKEHOLDERS

STAKEHOLDERS

HCM 114

By Dr. Khaled Ouanes Ph.D.E-mail: k.ouanes@seu.edu.sa

Twitter: @khaled_ouanes

TEXTBOOK - Copyright © John Wiley & Sons, Inc.