Organisational Behaviour - Whitehorn Consulting

Organisational Behaviour

David White

OrganisationalBehaviour

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Getting to know you

What is your name, job and organisation?

What are your goals for studying the diploma?

How do you hope studying OB will help you in your job?

What concerns do you have about the challenge of academic study?

Have you had a chance to play with the CD rom included with your course text book?

Welcome to a

Workout

The Pole Dance

The Pole Dance

The Pole DanceThe team hold a single pole horizontal by resting it on their forefingers at chest height

The team must then work co-operatively to lower it to the floor

But they must all have both fingers in contact with the underside only of the pole at all times

If anyone loses contact, the team goes back to the start…

Once you are ready to begin the execution of your task you have 5 minutes to complete it

The leader cannot touch the team or the pole


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Introduction

Which is harder?The technical challenges of the job

The people challenge of organising and motivating the groups and teams that make up organisations

We need to be able to: understand what makes people tick at work

work well in teams

lead and motivate others


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Getting to know you

What is your name, job and organisation?

What are your goals for studying the diploma?

How do you hope studying OB will help you in your job?

What concerns do you have about the challenge of academic study?

Have you had a chance to play with the CD rom included with your course text book?

So what do I know?

Sales & Marketing

Management

Food IndustryCapital equipment

TelecomsServices

Human Resources

University of London

FAILEDFAILED


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Where did I learn about OB?

Employment in small, medium and large firms

Managing teams and business units

Working in HR and Training & Development

Setting up businesses

Being made redundant

Running a global MBA programme for JPMorgan

Selling ice cream in Atlantic City, NJ....


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1977on the famous Boardwalk

But I was spotted by a young Hollywood writer in search of inspiration…

Hi-diddly-hi there!

You can’t call me

Ned


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Format of the sessions

Seminar presentation and discussion

A chance to review the concepts from the study pack and text books

And to apply them to your own organisations and yourselves

Not a ‘training course’ as we are emphasising knowledge rather than skills

Emphasis on discussion and reflectionA degree in a day....


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The study materials

Intro for book and notes to do


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The key questions

What time is coffee?

When’s lunch?

When do we get out of here?

11ish and 3ish

1.00 – 1.45

5pm sharp!


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Delegate Information

Mobile phones - please either switch off or set to silent

Please help yourself to refreshments!

Any other queries? We will be happy to help


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Delegate Information

Toilets - opposite lifts. Female and Male toilets on alternate floors. Also opposite Cyber Café.

This is a NON-SMOKING building

If the fire alarm sounds, please follow me. Full instructions are available in reception


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FIRE MEETING POINT

Left out of main building - outside Pret

a Manger


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What is Organisational Behaviour (OB)?

Focused study of behaviour in organisations

Looking at three distinct areas:Individuals

Groups

Structure (& change)

using the tools and concepts of psychology, sociology and anthropology


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Course Objectives:

to raise your awareness of organisational behaviour in understanding how organisations work

to improve understanding of human behaviour via psychology, sociology and anthropology

to demonstrate how understanding organisational behaviour helps you to achieve your goals and that of your organisation


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Learning Outcomes:

Understand how models, theories and concepts can be used to promote the effectiveness of individuals, groups and organisations

Deeper understanding of how organisational behaviour can aid us in improving the performance and well being of people at work

Skills for the analysis of individual, group and organisational functioning that enhances our effectiveness as managers.

a richer and more complex representation of organisational behaviour, enabling us to contribute more effectively in the workplace.


Introduction to Organisational

Behaviour

Motivation, Job Design, Employee Involvement

Personality, Perceptions,

Emotions, Attitudes

Groups and Teams in Organisations

DAY 1 DAY 2

AM

PM

Chapters to read

Introduction to Organisational

Behaviour1

Motivation, Job Design, Employee Involvement

6, 7

Personality, Perceptions,

Emotions, Attitudes2, 3, 4, 5

Groups and Teams in Organisations

9, 10

DAY 1 DAY 2

AM

PM


Leadership Power & Conflict inOrganisations

Organisational Structure and Environments

Organisational Culture & Change

DAY 3 DAY 4

AM

PM

Chapters to read

Leadership12, 13

Power & Conflict inOrganisations

14, 15

Organisational Structure and Environments

16

Organisational Culture & Change

17, 19

DAY 3 DAY 4

AM

PM


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Method of Assessment:

Assignment: Case study – 1800 words

Students will be expected to identify the relevant issues in the case study;

identify and describe relevant areas of knowledge (e.g. models, theories) from the study of Organisational Behaviour

apply this knowledge to an analysis of the issues in the case study

make relevant and useful recommendations based on their analysis


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Contemporary challenges

Work in groups

Group 1: What are the symptoms of poor organisational behaviour? Identify five particular specific OB challenges in your organisations?

Group 2: What are the key contemporary challenges facing managers in the 21st century? How can and should OB help?

Flipchart (10 mins)


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Signs of poor OB health

Absenteeismfailure to come to work

Staff turnovervoluntary and involuntary departure from the organisation

Deviant behaviourvoluntary behaviour that violates organisational norms and threatens organisational and individual well-being


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Signs of good OB health

Organisational Citizenshipdiscretionary behaviour that is not part of an employee’s formal job spec, but promotes effective functioning or the organisation

Job satisfactionpositive motivation and feelings about a job


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Contemporary challenges

Diversity (age, sex, religion, nationality)

Outsourcing (virtual companies)

Globalisation (culture and competition)

Offshoring (remote management)

Climate change (Ethics, regulation)

Working styles (self employment, short term contracts, tele-commuting, ecomms)


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Changing Organisations

1960s ASSUMPTIONS

Organisational growth

Stable hierarchy

Vertical integration

Integrated organisation

1990s PRACTICES

Repeated Downsizing

Delayering

Outsourcing

Virtual organisation?

31

Models of OB


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Models of OB

Scientific management

Bureaucracy

Human relations

Sociotechnical systems

The Aston Approach

Pursuit of excellence


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Scientific Management

F.W.TaylorOne best way of management

Selection, training, job analysis

Emphasis on productivity

Assembly line systems (Ford)

e.g. McDonalds today


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Bureaucracy

Max WeberRole definition

Clear hierarchy and authority

Rules and procedures matter most -people less


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Human Relations Movement

Elton MayoWork pacing is set by the work group

Recognition affects performance

Social interaction affects output

The Hawthorne Effect

Opportunities for grievances to be aired

Conforming to work group


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Sociotechnical Systems

Trist at Tavistock InstituteNew technology and person/technology match

No one ideal way - contingent approach

Technical and social systems to be developedin close integration with each other


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The Aston Approach

Pugh, Hickson, Hinnings (1st generation)Structural Contingency Theory

Relating individual and group behaviour to organisational context, structure, and settings

Comparisons across many organisationsmade possible by establishing usable dimensions of organisational structure

ContextSize

TechnologyOwnershipLocationMarket

etc.

OrganisationalStructure

SpecialisationStandardisationFormalisation

LocationCentralisation

etc.

PerformanceProductivityProfitabilityAdaptability

Moraleetc.


Interaction PatternPower and Influence

Rigid thinkingRole conflicts

Individual stressetc.

The Aston Approach

Pugh, D.S. (1999). Classic Research in Management. The Aston Programme (Vol.1, p.xvi). Ashgate: Dartmouth.


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Pursuit of excellence

Peters and WatermanBias for action

Keeping close to the customer

Autonomy and entrepreneurship

Productivity through people

Hands on, value driven

Sticking to the knitting

Simple form, for lean

Simultaneous loose-tight properties

Organisational Behaviour - Whitehorn Consulting

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