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Lecture Notes Section 1
Org. BehaviourOrg. Behaviour
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Role of Management is to:Role of Management is to:
Clarify goals and objectives for everyoneinvolved
Encourage participation, upward
communication, andsugge
stion
s
Plan and organize for an orderly work flow
Have technical and administrative expertise toanswer
organization-related questions
Facilitate work through team building,
training, coaching and support Provide feedback honestly
and constructively
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Keep things moving by relying onschedules, deadlines, and
helpful reminders
Control details without being over-bearing
Apply reasonable pressure for goalaccomplishment
Empower and delegate key dutie
sto other
swhile maintaining goal clarity and
commitment
Recognize good performance with rewards
and positive reinforcement
Role of Management is to:Role of Management is to:
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Characteristics of an OrganizationOrganizationOrganization
System of consciously coordinated activities oftwoormore
people
Span of ControlSpan of Control
The number ofpeople reporting directlyto a manager
Staff ManagersStaff Managers
Provide research,advice,and recommendationstolinemanagers
Line ManagersLine Managers
Haveauthoritytomakeorganizational decisions
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Characteristics of an Organization(cont.)
Hierarchy of AuthorityHierarchy of Authority
Authoritymovesfromthetop down
Division of LabourDivision of Labour
Ateachsuccessivelylower levelintheorganization jobs
becomemorespecialized.
Unity of CommandUnity of Command
Specifiesthateach employeeshould
reporttoonlyonemanager,otherwiseinefficiencywould prevail
becauseofconflictingordersandlackofaccountability
Coordination of effort, a common goal, division of labour,
andCoordination of effort, a common goal, division of labour,
and
a hierarchy of authority enable an organization to exi
sta hierarchy of authority enab
le an organization to exi
st
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Contingency approachContingency approach
suggeststhatorganizationsshould bestructured tofitthe
demandsofthesituation
DifferentiationDifferentiation referstothe divisionthatcause
peopletothinkand actdifferentlyIntegrationIntegration refersto
cooperationamongspecialiststo
achieve commongoals
differentiationand
integrationsimultaneouslyfragmenttheorganizationand bind
ittogether
ContingencyApproachto DesigningContingencyApproachto
Designing
OrganizationsOrganizations
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Mechanistic organizationsMechanistic organizations are
rigidbureaucracieswithstrict rules,narrowly definedtasks,and
top-down communication;tend towardcentralized decision-making
Organic organizationsOrganic organizations
areflexiblenetworksofmultitalented individualswho
performavarietyoftasks;tend toward decentralized decisionmaking
Instable
environments,successfulorganizationsareoftenmechanistic
Inunstable
environments,successfulorganizationsareoftenorganic
ContingencyApproachto DesigningContingencyApproachto
Designing
OrganizationsOrganizations(contd)(contd)
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Theory XTheory X Theory YTheory Y
. People dislikework 1. Workisanaturalactivity
2.P
eoplemustbe pushed to 2.
P
eople committed toobjectiveswork and capableofself-direction
3. Mostpeople prefer to be 3. Rewardshelp peoplebecome
directed committed toorganizationalobjectives
4. Employees canlearntoseekresponsibility
5. Employeestypicallyhaveima ination,in enuit ,and
McGregors Theory Xand Theory YMcGregors Theory Xand Theory Y
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hat Is Total Quality Management?What Is Total Quality
Management?
(TQM)(TQM)
Total quality managementTotal quality management is an
organizational culturededicated to training, continuous
improvement, and
customer satisfaction.
Principles of TQM:Principles of TQM:
1. Do it right thefirst time to eliminate costly rework
2. Listen to and learnfrom customers and employees
3. Make continuous improvement an everyday matter
4. Build teamwork, trust and mutual respect
Total quality managementTotal quality management is an
organizational culturededicated to training, continuous
improvement, and
customer satisfaction.
Principles of TQM:Principles of TQM:
1. Do it right thefirst time to eliminate costly rework
2. Listen to and learnfrom customers and employees
3. Make continuous improvement an everyday matter
4. Build teamwork, trust and mutual respect
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EE--business Implications for OBbusiness Implications for OB
EE--businessbusiness involves using the Internet to facilitate
everyaspect of running a business.
EE--ManagementManagement Fast paced;virtual teams; networking
skills
EE--communicationcommunication E-mail; telecommuting
Goal setting and feedbackGoal setting and feedback Web-based
goal-setting andtracking
Organizational structureOrganizational structure Virtual teams
and organizations;managers need to be flexible and adaptable
Job designJob design thework itself is a powerful motivator
(telecommunication)
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EE--Business Implications forOBBusiness Implications
forOB(contd)(contd)
Decision makingDecision making Less time to make more
decisions;information overload; empowerment and
participativedecision making
Speed,conflict, and stressSpeed,conflict, and stress
Doesrelentless speed equalburnout?
Change and resistance tochangeChange and resistance tochange
Employees are beingasked to digesthuge doses ofchange
EthicsEthics Electronicmonitoring;repetitive motion
injuries;abuse ofpart-timers(no benefits, no job security);privacy
issues
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Response Questions
1. What is your personal experience with Theory Xand Theory Y
managers?
2. How would you respond to a new manager who
made this statement: TQM is about statisticalprocess control,
not about people?
3. Consider the implications of working as atelecommuter. How
would you strike a balance
between independence and feelings of isolation?
