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Organisational Behaviour > Lecture 1 > Flashcards

Lecture 1 Flashcards

1
Q

What is OB?

A

‘The study and understanding of individual and group behaviour and patterns of structure in order to help improve organisational performance and effectiveness’.

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2
Q

What are the OB disciplines?

A

Psychology
The study of human personality and behaviour, including perception, attitudes and motives.
Sociology
The study of social behaviour, relationships and order, including social structures, social position and leader – follower relationships.
Anthropology
The study of mankind, including cultural systems, beliefs, ideas and values and comparisons among such systems.

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3
Q

What’s the Venn Diagram for OB?

A

Psychology
The study of human personality and behaviour, including perception, attitudes and motives.
Sociology
The study of social behaviour, relationships and order, including social structures, social position and leader – follower relationships.
Anthropology
The study of mankind, including cultural systems, beliefs, ideas and values and comparisons among such systems.
+political science +economics

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4
Q

What are the influences on OB?

A
  1. The individual
  2. The group
  3. The organisation
  4. The environment
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5
Q

When does conflict arise?

A

Conflict arises if needs and demands of the organisation and the individual are incompatible.

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6
Q

What is the role of management?

A

The role of management is to integrate individuals and the organisation as a means to attaining organisational goals.

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7
Q

Explain the characteristics of a group

A
  1. Groups are essential to organisation work and performance
  2. Can be formal or informal
  3. Often develop their own hierarchies and leaders
  4. Can influence individual behaviour
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8
Q

Why is an understanding of group behaviour important?

A

An understanding of group structure and behaviour complements knowledge of individual behaviour.

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9
Q

By what is organisational behaviour influenced?

A

Individuals and groups interact within the formal organisation.

Behaviour is influenced by:

  1. Patterns of structure
  2. Technology
  3. Styles of leadership
  4. Systems of management.
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10
Q

Where do groups and individuals interact?

A

Individuals and groups interact within the formal organisation.

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11
Q

External environment affects organisations as the result of?

A
  1. Technological development
  2. Economic activity
  3. Social and cultural influences
  4. The impact of government actions
  5. Corporate responsibility and ethical behaviour.
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12
Q

Study of the organisational environment helps ____

A

__organisations adapt to change.

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13
Q

What are Morgan’s organisational metaphors?

A

Morgan believes we can interpret and understand the nature of organisations by the use of metaphors. We can describe them as:

  1. Machines
  2. Organisms
  3. Brains
  4. Cultures
  5. Political systems
  6. Psychic prisons
  7. States of flux
  8. Instruments of domination
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14
Q

Explain all Morgan’s metaphors

A
  1. MACHINES: The machine view which dominates modern management thinking and which is typical of bureaucracies.
  2. ORGANISM: The organismic view which emphasises growth, adaptation and environmental relations.
  3. BRAIN: Organisations as information processors that can learn (brain metaphor).
  4. CULTURES: Organisations as Cultures based on values, norms, beliefs, rituals and so on.
  5. POLITICAL SYSTEM: In political organisations, interests, conflict and power issues predominate.
  6. PSYCHIC PRISONS: Some organisations are psychic prisons in which people are trapped by their mindsets.
  7. FLUX: Organisations can adapt and change , and
  8. DOMINATION:
    Some organisations are instruments of domination with the emphasis on exploitation and imposing your will on others.
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15
Q

Explain iceberg metaphor for organisation

A

SLIDE 14-15

One way to recognise why people behave as they do at work is to view an organisation as an iceberg.
What sinks ships isn’t always what sailors can see, but what they can’t see’

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16
Q

What are the formal aspects according to the organisational iceberg?

A

OVERT (FORMAL ASPECTS)

  1. Formal goals
  2. Technology
  3. Financial resources
  4. Surface competencies and skills
  5. Physical facilities
  6. Organisation design
  7. Customers
  8. Rules and regulations
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17
Q

What are the behavioural aspects according to the organisational iceberg?

A

Behavioural aspects (COVERT)

  1. Attitudes
  2. Communication patterns
  3. Informal team processes
  4. Personality
  5. Conflict
  6. Political behaviour
  7. Underlying competencies and skills
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18
Q

What are the 3 different orientations to work an?

A
  1. Instrumental orientation
    Work is not central to life, just a means to an end.
  2. Bureaucratic orientation
    Work is central to life and there is a sense of obligation both to the work and the organisation.
  3. Solidaristic orientation
    Work is about being part of a group and these relationships are more important than the organisation.
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19
Q

Explain what Instrumental orientation means

A

Instrumental orientation

Work is not central to life, just a means to an end.

20
Q

Explain what bureaucratic orientation means

A

Bureaucratic Orientation

Work is central to life and there is a sense of obligation both to the work and the organisation.

21
Q

Explain what solidaristic orientation means

A

solidaristic orientation

Work is about being part of a group and these relationships are more important than the organisation.

22
Q

Describe example of international and cultural influences

A

The Protestant version of the work ethic prevails, implying heads-down work, focused agendas, punctuality, efficiency.

In French and Spanish offices, it takes the first hour to kiss everyone, the second to discuss local gossip and the third to pop out for a coffee and croissant.

In Britain, these activities would count as sexual harassment, time-wasting and absenteeism’.

23
Q

Explain the social exchange theory

A

People generally enter into a relationship with others with the expectation of some kind of mutually acceptable exchange.

Exchanges are subject to a ‘cost-benefit’ analysis.

The importance of actual (or perceived) reciprocity in determining attitudes and behaviours at work.

24
Q

What is the definition of a psychological contract?

A
  1. A series of mutual expectations and satisfaction of needs arising from the people – organisation relationship.
  2. Rights, privileges, duties and obligations which are not part of a formal agreement, but have an important influence of behaviour.
25
Q

What are the expectations of the individual from the organisation?

A

Organisation has to:

  1. Provide safe and hygienic conditions
  2. Make every reasonable effort to provide job security
  3. Attempt to provide challenging and satisfying jobs and reduce alienating aspects of work
  4. Adopt equitable HRM policies and procedures
  5. Respect the role of trade union officials and staff reps
  6. Consult fully with staff and allow genuine participation in decisions that affect them
  7. Implement best practice in equal opportunity policies and procedures
  8. Reward all staff fairly according to their contribution and performance
  9. Provide reasonable opportunities for personal development and career progression
  10. Treat members of staff with respect
  11. Demonstrate an understanding and considerate attitude towards personal problems of staff
26
Q

What are the Organisational expectations of the individual?

A
  1. uphold the ideology of the organisation and the corporate image
  2. work diligently in pursuit of organisational objectives
  3. adhere to rules, policies and procedures of organisation
  4. respect the reasonable authority of senior members of staff
  5. do not take advantage of goodwill shown by management
  6. be responsive to leadership influence
  7. demonstrate loyalty, respect confidentiality and not betray positions of trust.
  8. Maintain harmonious relationships with work colleagues.
  9. do not abuse organisational facilities such as email or internet access
  10. observe reasonable and acceptable standards of dress and appearance
  11. Show respect and consolidation to customers and suppliers
27
Q

Describe the process of balancing

A
  1. Caring
    Demonstrating genuine concern for individuals.
  2. Communicating
    Talking about what the company hopes to achieve.
  3. Listening
    Hearing the words and the meaning behind them.
  4. Knowing
    The individuals who work for you.
  5. Rewarding
    Not necessarily with money, but recognition.
28
Q

What is positive organisational behaviour?

A 
The study and application of positively 
oriented human resource strengths and 
psychological capacities that can be 
measured, developed and effectively 
managed for performance improvement in 
today’s workplace’.

Its focus is on strengths and on building the best in the workplace under the basic assumption is that goodness and excellence can be analysed and achieved

29
Q

What are the effects of globalisation?

A
  1. Improvements in international communication
  2. International competitive pressure
  3. Increased mobility of labour
  4. International business activity
  5. Greater cross-cultural awareness and acceptance of diversity
30
Q

What should managers do when managing people from different cultures?

A

‘Managers must develop organisational systems that are flexible enough to take into account the meaning of work and the relative value of rewards within the range of cultures where they operate’.

31
Q

What are Hofstede’s dimensions of culture?

A
  1. Power distance
  2. Uncertainty avoidance
  3. Individualism
  4. Masculinity
  5. Long-term/short-term orientation (formerly Confucian work dynamism)
32
Q

Explain Hofstede’s power distance

A

Power distance – large /small power distance (centralised /decentralised authority)- autocratic, paternalistic vs consultative & participative management style.

33
Q

Explain Hofstede’s uncertainty avoidance

A

Uncertainty avoidance -The degree to which members of a society are able to cope with the uncertainty of the future without experiencing undue stress

34
Q

Explain Hofstede’s individualism

A

Individualism - focus on self or at most on close loved ones, are concerned with the relationship between their behaviours and their own needs, interests & goals.

35
Q

Explain Hofstede’s masculinity

A

Masculinity – high priority is placed on career success, gender roles are clearly distinct.

36
Q

Explain Hofstede’s Long /short term orientation

A

Long /short term orientation - reflects a dynamic, future-oriented mentality Vs oriented toward present and past.

37
Q

Explain Hofstede’s dimension of culture

A
  1. Power distance – large /small power distance (centralised /decentralised authority)- autocratic, paternalistic vs consultative & participative management style.
  2. Uncertainty avoidance -The degree to which members of a society are able to cope with the uncertainty of the future without experiencing
    undue stress.
  3. Individualism - focus on self or at most on close loved ones, are concerned with the relationship between their behaviours and their own needs, interests & goals.
  4. Masculinity – high priority is placed on career success, gender roles are clearly distinct.
  5. Long /short term orientation - reflects a dynamic, future-oriented mentality Vs oriented toward present and past
38
Q

What are Tromperaar’s framework element for analysing cultural differences?

A
  1. Universalism vs. particularism
  2. Individualism vs. collectivism
  3. Neutrality vs. emotion
  4. Diffuse vs. specific relationships
  5. Achievement vs. ascription
  6. Future vs. past orientation
39
Q

Explain Trompenaar’s framework elements for cultural differences

A
  1. Universalism: rules or laws that can be applied to everyone
  2. Particularism: placing emphasis on friendships and looking at the situation to determine what is right or ethically Acceptable
  3. Individualism is characterized by: frequent use of “I”, decision are made on the spot by representatives.
  4. Collectivism: frequent use of “we”, decisions referred back by the delegates to the organization.
  5. Neutral: not revealing what one is thinking or feeling only accidental revelation of tension in face and posture
  6. Affective: nonverbal and verbal display of thoughts and feelings.
  7. Specific: a small private life that is kept private;
  8. Diffuse: a large private life that includes a relatively large number of people
  9. Achievement – awarding status based upon accomplishments. This is characterized by: use of titles only when relevant to the competence brought to the task.
  10. Ascription – ascribing status based upon social position, age, etc. Extensive use of titles, especially when these clarify status in the organization
  11. Past orientation talk about history, origin of family, business and nation motivated to recreate a golden age.
  12. Future orientation- much talk of prospects, potentials, aspirations, future achievements planning and strategizing done enthusiastically.
40
Q

Trompenaar Universalism vs. particularism

A
  1. Universalism: rules or laws that can be applied to everyone
  2. Particularism: placing emphasis on friendships and looking at the situation to determine what is right or ethically Acceptable
41
Q

Trompenaar Individualism vs. collectivism

A
  1. Individualism is characterized by: frequent use of “I”, decision are made on the spot by representatives.
  2. Collectivism: frequent use of “we”, decisions referred back by the delegates to the organization.
42
Q

Trompenaar Neutrality vs. emotion

A
  1. Neutral: not revealing what one is thinking or feeling only accidental revelation of tension in face and posture
  2. Affective: nonverbal and verbal display of thoughts and feelings.
43
Q

Diffuse vs. specific relationships Trompenaar

A
  1. Specific: a small private life that is kept private;

2. Diffuse: a large private life that includes a relatively large number of people

44
Q

Achievement vs. Ascription Trompenaar

A
  1. Achievement – awarding status based upon accomplishments. This is characterized by: use of titles only when relevant to the competence brought to the task.
  2. . Ascription – ascribing status based upon social position, age, etc. Extensive use of titles, especially when these clarify status in the organization
45
Q

Past orientation vs Future orientation Trompenaar

A
  1. Past orientation talk about history, origin of family, business and nation motivated to recreate a golden age.
  2. Future orientation- much talk of prospects, potentials, aspirations, future achievements planning and strategizing done enthusiastically.

Organisational Behaviour (9 decks)

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