LEACTURE 1 Flashcards
Introduction to People & Organisation
Organisational Behaviour (OB)?
Study the actions of people at work in organisations
Three 3 Areas of OB
Individual behaviour-attitudes, personality, perception, learning, and motivation
Group behaviour- norms, roles, team building, leadership, and conflict
Organisational aspects- structure, culture, and human resource policies and practices
Three Characteristics of Organisations
GOAL, PEOPLE,STRUCTURE
GOAL
Distinct purpose of a particular organisation
PEOPLE
Make decisions and engage in work activities to reach the organisation’s goals
STRUCTURE
Systematically defines and limits its members’ behaviour
People & Organisation
Management
The process of getting things done effectively and efficiently, with and through people
Good management is concerned with both being effective and doing so as efficiently as possible.
MEANS EFFICIENCY
LOW WASTE
Doing things right”
Doing a task correctly
Getting the most output from the least input
Means of getting things done
END EFFECTIVENESS
HIGH GOAL ATTENDANCE
Doing the right things”
Doing tasks to achieve organisational goals
To meet the ends
Who are managers?
Managers
Direct and oversee the activities of others
May have work duties not related to overseeing others
Top Managers
Make decisions about the direction of an organisation
Middle Managers
Manage other managers
First-line Managers
Direct non-managerial employees
Team Leaders
Manage activities of a work team
What Do Managers Do?
3 ways to look at what managers do:
- Management Functions (Henri Fayol)
- Management Roles (Henry Mintzberg)
- Management Skills (Robert Katz
Management Functions
Planning (P)
Organising (O)
Leading (L)
Controlling (C)
Planning
defining goals, establishing strategy, and developing plans to coordinate activities
Organising
determining which tasks need to be done and by whom, how tasks are to be grouped, who reports to whom, and who will make decisions.
Leading
motivating employees, selecting the most effective communication channel, and resolving conflicts
Controlling
monitoring performance, comparing it with goals, and correcting any significant deviations
MANAGEMENT ROLES
INTERPERSONAL ROLE- FIGUREHEAD,LEADER,LIASON
INFORMATIONAL ROLE MONITOR,DISSEMINATOR,
SPOKESPERSON
DECISTIONAL ROLES-
ENTERPENUR,DISTURBENCE HANDLER,REASORCE ALLOCATOR,NEGOCIATOR
Interpersonal Roles(IMPORTENT)
Involving people (subordinates and persons outside the organisation) and other duties that are ceremonial and symbolic in nature
Figurehead
Leader
Liaison
Informational Roles(IMPORTENT)
Involving collecting, receiving and disseminating/distributing information
Monitor
Disseminator
Spokesperson
Decisional Roles(IMPORTENT)
Making decisions or choices
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Management Skills(IMPORTENT)
Conceptual Skills
Interpersonal Skills
Technical Skills
Political Skills
Goals of Organisational Behaviour
To explain, predict, and influence behaviour
Explain why employees engage in some behaviours rather than others.
Predict how employees will respond to various actions and decisions.
Influence how employees behave.
Organisational Iceberg
IMPORTENT
VISIBLE ASPECT
STRATEGIES OBJECTIVE POLICIES AND PROCEDUES STRUCTURE TEACNOLOGY FORMAL AUTHORITY CHAIN OF COMMAND
HIDDEN ASPECT
ATTIDUES
PERCEEPTION
GOROUP NORMS
INFORMAL INTERACTION AND INTERGROUP CONFLITS
