10 Organizational Behaviour 2

ORGANIZATIONAL BEHAVIOUR

ORGANIZATIONAL BEHAVIOUR: SESSION PLAN

1. Organizational behaviour defined2. The sources and applications of organization behaviour theory3. How organizations function4. Organization structures5. Schools of organization theory6. Organizational culture defined7. How organizational culture develops8. The components of culture9. Classifying organizational culture10.Appropriate cultures11.Organizational climate defined12.Organizational processes13. Personal characteristics14.Ability15. Intelligence16.Personality defined17.Personality traits18.Personality types 19.Distinction between traits and types20.Attitudes21.Emotions22.Emotional intelligence23. Implications for HR specialists

ORGANIZATIONAL BEHAVIOUR DEFINED

‘The study of the structure, functioning, and performance of organizations and the behaviour of groups and individuals within them’ (Huczynski and Buchanan, 2007)

THE SOURCES AND APPLICATIONS OF ORGANIZATION BEHAVIOUR THEORY

Organization behaviour theory is based on the main behavioural science disciplines

THE SOURCES AND APPLICATIONS OF ORGANIZATION BEHAVIOUR THEORY

• organization development• organization design• job design• leadership development• employee relations

• individual differences• personality• attitudes• perceptions• self-concept• attributions• motivation• engagement• learning• leadership

• organization development• organization design• change management• communication systems

• job/work design• selection processes and tests• learning and development • performance management• reward management• attitude measurement

• group processes• attitude change• behavioural change• communication

• group dynamics• power• politics• conflict• organization culture• leadership

Psychology

Social psychology

Sociology

Discipline Contribution to theory Application

HOW ORGANIZATIONS FUNCTION

An organization is an entity thatexists to achieve a purpose through the collective efforts of the people who work in or for it

ORGANIZATION STRUCTURES

Organization structures are frameworks for getting things done

SCHOOLS OF ORGANIZATION THEORY

• The classical school • The human relations school • The behavioural science school• The bureaucratic model • The socio‑technical model• The systems school • The contingency school • The post-modern school

ORGANIZATIONAL CULTURE DEFINED

The pattern of values, norms, beliefs, attitudes and assumptions that may not have been articulated but shape the ways in which people in organizations behave and things get done

HOW ORGANIZATIONAL CULTURE DEVELOPS

• By the leaders in the organization• Around critical incidents • From the need to maintain effective working

relationships among organization members• Through the organization’s environment

THE COMPONENTS OF CULTURE

• Values• Norms• Artefacts• Management style

CLASSIFYING ORGANIZATIONAL CULTURE

• Power-orientated • People-orientated • Task-orientated • Role-orientated

(Harrison, 1972)

APPROPRIATE CULTURES

It is not possible to say that one culture is better than another, only that a culture is to a greater or lesser extent appropriate in the sense that it is relevant to the needs and circumstances of the organization and helps rather than hinders its performance

ORGANIZATIONAL CLIMATE DEFINED

The perceptions of people about the organization

ORGANIZATIONAL PROCESSES

• Interaction and networking• Communications• Group behaviour• Leadership• Power• Politics• Conflict

PERSONAL CHARACTERISTICS

• Ability• Intelligence• Personality• Attitudes• Emotions• Emotional intelligence

ABILITY

Ability is the quality possessed by people that makes an action possible

INTELLIGENCE

The capacity to solve problems, apply principles, make inferences and perceive relationships (Argyle, 1989)

PERSONALITY DEFINED

The psychological qualities that influence an individual’s characteristic behaviour patterns in a stable and distinctive manner (Huczynski and Buchanan, 2007)

PERSONALITY TRAITS

Traits are pre-dispositions to behave in certain ways in a variety of different situations. The ‘big five’ are:• Openness • Conscientiousness• Extraversion• Agreeableness• Neuroticism

DISTINCTION BETWEEN TRAITS AND TYPES

• Type approaches fit people into categories possessing common behaviour patterns

• A personality trait, on the other hand, is an enduring behaviour that occurs in a variety of settings

• While individuals belong to types, traits belong to individuals

Huczynski and Buchanan (2007)

ATTITUDES

Settled modes of thinking

EMOTIONS

Emotions are feelings such as anger, fear, sadness, joy, anticipation and acceptance that arouse people and therefore influence their behaviour

EMOTIONAL INTELLIGENCE

• Emotional intelligence is a combination of skills and abilities such as self-awareness, self-control, empathy and sensitivity to the feelings of others

• Someone with high levels of emotional intelligence should be able to relate to people effectively

IMPLICATIONS FOR HR SPECIALISTS

• How organizations function• Organizational culture• Organizational processes• Individual differences• Judgements on personality• Perceptions and attributions• Role theory • Bounded rationality