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Introdfsdfsduction To Organisation Behaviour
Introdfsdfsduction To Organisation Behaviour
ORGANISATION BEHAVIOUR
ORGANISATION BEHAVIOUR
The study of Organisational Behaviour involves:
consideration of the interaction among the formal structure
(organisational context in which the process of management takes
place)
the tasks to be undertaken
the technology employed and the methods of carrying out work
the behaviour of people
the process of management
the external environment
ORGANISATION BEHAVIOUR
Interrelated dimensions influencing behaviour:
The Individual - working environment should satisfy individual
needs as well as attainment of organisational goals.
The Group - formal and informal. Understanding of groups
complements a knowledge of individual behaviour.
The Organisation - impact of organisation structure and design,
and patterns of management, on behaviour.
The Environment - technological and scientific development,
economic activity, governmental actions.
Many earlier ideas are still important and are often incorporated into more
current management thinking.
MANAGEMENT THEORY
MANAGEMENT THEORY
DIVISION OF LABOUR
Definition:
The extent to which the organisations
work is separated into different jobs to be
done by different people.
(Moorhead and Griffin:1998,448)
DIVISION OF LABOUR
Product or service
Common processes
Location
Staff employed
Customer or people to be
served
DIVISION OF LABOUR
ADVANTAGES
DISADVANTAGES
Efficient use of labour
Routine, repetitive jobs
Reduced training costs
Reduced job satisfaction
Increased standardisation Decreased worker involvement
and uniformity of output
and commitment
Increased expertise from
Increased worker alienation
repetition of tasks
Possible incompatibility with
computerised manufacturing
technologies
DIVISION OF LABOUR
Decisions on division of work should take
account of:
the need for co-ordination
the identification of clearly defined divisions of work
economy
the process of managing the activities
avoiding conflict
of the
nature and interests of staff and job satisfaction.
the design of work organisation should take account
DIVISION OF LABOUR
Mintzbergs five basic elements of structure which
Serve as co-ordinating mechanisms for the work of
the organisation.
1.
2.
3.
4.
5.
Mutual Adjustment
Direct Supervision
Standardisation of Work Processes
Standardisation of Work Output
Standardisation of Worker Skills
DIVISION OF LABOUR
ADVANTAGES OF CENTRALISATION
Easier implementation of a common policy for the organisation as
a whole.
Prevents sub-units becoming too dependent.
Easier co-ordination and management control.
Improved economies of scale and a reduction in overhead costs.
Greater use of specialisation, including better facilities and
equipment.
Improved decision-making which might otherwise be slower.
DIVISION OF LABOUR
DIVISION OF LABOUR
ADVANTAGES OF DECENTRALISATION
Enables decisions to be made closer to the operational level of
work.
Support services will be more effective if they are closer to the
activities they are intended to serve.
Opportunities for training in management.
Tends to be easier to implement in private sector
organisations rather than the public sector accountability, regularity, uniformity.
DIVISION OF LABOUR
Six key elements to be addressed when designing
structure:
Work Specialisation
Departmentalisation
Chain of Command (Scalar Chain)
Span of Control (Number of subordinates reporting
directly to a manager or supervisor.)
Centralisation and Decentralisation
Formalisation
CLASSICAL APPROACH
CLASSICAL APPROACH
Major Contributors:
Henri Fayol
Linda Urwick
Max Weber most
prominent of the three.
Weber proposed a
bureaucratic form of structure
that he believed would work
for all organisations.
CLASSICAL APPROACH
Webers Ideal Bureaucracy
Job Specialisation
Authority Hierarchy
Formal Selection
Formal Rules and
Regulations
Impersonality
Career Orientation
Criticisms of Bureaucracy
CLASSICAL APPROACH
SCIENTIFIC MANAGEMENT
Emphasis on obtaining increased productivity from
individual workers through the technical structuring of
the work organisation and the provision of monetary
incentives as the motivator for higher levels of output.
Major Contributor - FW TAYLOR (1856 - 1917) - held
the view that there was a best working method by which
people should undertake their jobs.
CLASSICAL APPROACH
TAYLORS PRINCIPLES
CLASSICAL APPROACH
REACTIONS AGAINST SCIENTIFIC MANAGEMENT
opposition because its specific goal was to get more output from
the workers
argument that his incentive system would dehumanise the
workplace
inadequate views of employee motivation
allegations that he falsified some of his research findings and paid
someone to do his writing for him.
SYSTEMS APPROACH
CONTINGENCY APPROACH