Zusammenfassung der Ressource
Organisational Behaviour
Part 1
- The Internal & External
Environment of Organisations
- PESTLE
- Political
- goverment policy
- ideology
- civil unrest
- trade union policies
- Economic
- growth patterns
- competitor behaviour
- tax regime
- supplier behaviour
- Social
- demographic trends
- social trends
- attitude to work
- Technological
- new products
- new materials
- Internet trading
- Legal
- European harmonization of legalisation
- international law
- human rights concerns
- Environment
- environmental concerns
- reduction of toxic emissions
- noise pollution
- Globalisation
- More competition
- More speed
- More opportunities
- New markets
- Few barriers
- What kind of organisation for what
kind of Environment? •
- • Little uncertainty, stable, few changes = standardised work processes, hierarchy, bureaucracy
- • Moderate uncertainty, variables = planning and some decentralisation
- • Increased levels of uncertainty and change = flexible, adaptable, decentralised
- • Highly complex, rapidly changing = fluid structures, flexible managers and staff
- • Environmental complexity: the range of external factors relevant to the activities of the
organisation: the more factors the higher the complexity
- Approaches to
Organisations
and
Management
- Scientific Approach
- - underpinned by
changes wrought by the
industrial revolution
- the emergence of capitalism
- Time space
distanciation of work
- Production moves from
home to factory for
wages
- 4 Principles
- • a clear division of tasks and
responsibilities between
management and workers
- scientific selection and training of workers
- development of true science of work containing rules,
laws and principles to replac rule- of -thumb methods
- enthusiastic co-opertion of workers to ensure that the work
was performed in accordance with scientific management
principles- ensured by the use of economic incentives
- Criticisms
- – leads to the deskilling of labour process (Braverman)
- alienation (Mark, Blauner)
- high cost of establishing work practices/ establishing standards
- work resistance
- mistaken view of human nature
- Human Relations Approach
- • Developed around the Hawthorne
studies (1924-1932) at the Hawthorne
plant, Western Electricity Co. Chicago.
- These were a major attempt to systematically study worker behaviour to
find out what influences worker's productive behaviour
- Social factors at work and employee behaviour within organisations were studied
- There were three notable experiments:
The illumination experiments Relay
assembly room study Bank wiring room
study
- It has also emphasised a need for management to develop a
greater understanding of employees social and psychological
needs when attempting to improve the process of management.
- It also drew attention management behviour as a vitall ingredient to securing
employee motivation and improved performance
- Those who are satisfied with their job will feel benevolent to their employee and
be more productive
- Human Resource Approach
- This approach: • Borrows from the
Japanese model of employee relations
- This has been described as
policies that promote mutuality –
mutual goals, mutual influence,
mutual rewards and mutual
responsibility. The theory is that
policies of mutuality will illicit
commitment which in turn will
yield both better economic
performance and greater human
development.
- Enshrines effective management of the human resource as part of company strategy
- Uses the rhetoric that the employee is the most valued resource
- Assumes that the organisation, management and employees have
common goals and a commitment to the success of the
organisation(unitary perspective
- Emphasises trust and the breaking down of 'us and them' models
- Mutuality as the correct mind set
- Placed an emphasis on employee ownership ( task, company & strategy)
- Has a customer emphasis - e.g. TQM
- Organisational Structures
- Motivation
- Worker Output
- Ability
- The environment
- Motivation of employee
- Content Theory of Motivation
- Based upon the individual's need state
- Make the assumption that we have enduring
and universal personal characteristics and
needs
- This body of work creates models of these needs/characteristics
- Workplace behaviour is characterised by the person's current need state
- Process theories of motivation
- where the individual has the cognitive
- Cognitive choice/decision based model focuses on the
relationship between action and expected outcome
- akin to economic models of rationality
- Two forms
- Simple path goal
- where action is performed with an expected outcome in mind
- More complex expectancy/rationality
- Where action is carried out taking into
account the individual sacrifices that will
need to be made in order to achieve the
required goal.
- decision making role in pursuing goal directed
- behaviour
- Equity Theory
- based on the justice motive
- employee engages in behaviour to
reduce injustice (works slower? Takes
time off sick?)