Organisational Behaviour

Week 1- 27/02/2008 1-

Slides available at:http://202.205.89.79/download/

Lecture plan Structure of the course Issues to explore in the course Historical overview .

Structure of the course 2020-Week long Office hours: Monday 3:30-4:30 in my office room 3:30Assessment: Class attendance/Participation MidMid-Term Exam Coursework Final Exam 10% 20% 30% 40% Any question? .

SOME RECOMMENDED SOURCES Organization Studies Organizational Organizational Science Organization Behaviour Human Relations Harvard Business Review Introduction to Organizational behaviour Research in Organizational Behavior Economists.112. Financial times« (Most of them are available at http://202.jsp) .175.35:8081/journal/index.

Issues to explore in the course Organizational behaviour (OB) the study of human behaviour in organizational contexts with a focus on individual and group processes and actions (pp.2) .

Issues to explore in the course Hong Kong stock exchange. 1994 .

misrepresents the qualities of the relational processes and. grossly distorts the relationships between person and organisation (Hoskings and Morley 1991:IX) .Issues to explore in the course An entitative approach [to organisations] fails to represent what it means to be human. more generally.

Issues to explore in the course The relationship between a person and a context involves accommodation (changing oneself) and assimilation (changing the context) people are both products of their contexts and participants in the shaping of those contexts. (Hoskings and Morley. 1991:5) Any Question? .

g. personal competence and craft pride constitutive of the working process. Ironsmith)  Technical skills.Historical overview The notion of an organisation as an imperative. absolute entity. transformations occurred in Europe and North America from the end of the 18th century onwards: Before the 19th Century: Experience of Artisan work (e. Industrial revolution in the 19th Century  Close relationship between the subject of work and his/her activity was lost . is the direct outcome of historical entity.

 Deconstruction of the task from within  Rigid control over time and body movements  Conception and execution as separate domains in hierarchical relationships Technology for social control .W. Taylor)  Aim: controlling labour through science  Far-reaching process of establishing control and surveillance: Farto discipline the mind and body of the productive subject was the central concern.Historical overview Early 20th Century: Classical approach Advent of scientific management (F.

Historical overview .

Organisational behaviour. teamwork. . by extension.Historical overview Hawthorne Studies and the Human Relations Movement (Elton Mayo. (1960s) behaviour. 1923-1933) 1923 Hawthorne studies: environment and productivity?  Results: organizations are social systems. not just technical economical systems  Groups. different job roles. human relations are of great significance in organizations  We are motivated by many needs  Leadership should be modified to include concepts of human relations A new discipline of human behaviour and.

Historical overview Systems Rationalist approach Modern Approach Organisation (open system view) inputs Transformation process outputs 1. 2. The organization seen as an open socio-technical sociosystem. Management is a distinct subsystem which is responsible for direction and coordination of all other subsystems. 3. The existence of subsystems which interact with one another. .

Historical overview Symbolic-Interpretative perspective Andreas Gursky¶s The factory People s subjectivity in relation to organisational processes. co-creation of the cophenomenon you are seeking to study. Social construction of organisational reality. Political and cultural nature of social relations. .

WE HOPE: TO STIMULATE YOUR SEARCH FOR NEW KNOWLEDGE. CREATIVITY AND SKILLS AS ORGANISATIONAL PRACTITIONERS .To explore in the course BY INTRODUCING DIFFERENT PERSPECTIVES TO THE UNDERSTANDING OF PEOPLE AND ORGANISATIONS.

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