ORGANIZATIONAL BEHAVIOUR

ORGANIZATIONAL BEHAVIOUR
Prepared by : Ashish Gurung Submitted to: Sajida Saleem Date: April 17, 2011

Table of Contents
1. 2. Executive Summary ............................................................................................ 1 Organizational culture and structure in NHS ....................................................... 2 2.1. Suggest and compare how you would explain the concept of organisational structure and culture. .............................................................................................. 2 2.2. Explain how the relationship between NHSs structure and culture can impact on the performance of the operations. ........................................................ 3 2.3. Assume and briefly discuss the factors that might influence the behaviour of NHS employees. Consider the magnitude of the organization and the Event while assuming the factors............................................................................................... 4 3 Management approaches. ................................................................................... 5 3.1. Discuss and compare different approaches of management and identify current major trends in management theories for two organisations. ..................... 5 4 Approaches of leadership and motivational theories. .......................................... 8 4.1. Distinguish between different approaches to the study of leadership and discuss how relevant are they in current business environment. ............................ 8 4.2. Explain different motivational theories and their application within NHS organisation. ........................................................................................................... 9 4.3. What implications do the motivational theories have for the managers? ..... 11 5 Group task roles and impact of technology in group members of NHS. .......... 12 5.1. Distinguish between group task roles, group building and maintenance roles and individual roles. Give examples for each of these. ........................................ 12 5.2. Describe essential characteristics of a successful work group or team. As a manager explain how you would develop effective team relationships, performance and the influences that threaten success......................................... 13 5.3. Discuss the impact of technology on a team functioning within the NHS. ... 14 6. 7. Conclusion ........................................................................................................ 15 References ........................................................................................................ 17

Organizational Behavior
1. EXECUTIVE SUMMARY Organizational behavior is a field of study that investigates the impact of individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations effectiveness. OB specifically focuses on how to improve productivity, reduce abseentism and turnover and increase employee citizenship and job satisfaction. Organizational Behavior offers both challenges and opportunities for managers. It offers specific offers to improve the skills of a manager. OB recognizes the differences and helps managers in seeing the value of workforce diversity and practices that may needs to be changed when managing in different locations. It can further bring an improvement in the quality and employee productivity by showing managers how to empower their people, design and implement change programs and help employees to balance work / life conflicts. OB offers managers a guidance in creating an ethically healthy work climate.

Organizational Behavior
2. ORGANIZATIONAL CULTURE AND STRUCTURE IN NHS 2.1. Suggest and compare how you would explain the concept of organizational structure and culture. Organizational structure refers to the arrangement of jobs in an organization. In other words organizational structure defines how jobs are formally divided, grouped and coordinated. While designing an organizational structure there are six key element that have to be kept in mind by every managers which are as follows: Work specialization refers to the degree to which tasks in the organization are subdivided into separate jobs Departmentalization - refers to the basis by which jobs are grouped together Chain of command the unbroken line of authority that extends from the top level of the organization to the lower level Span of control the number of subordinates that a supervisor can handle efficiently Centralization and Decentralization degree to which the authority is concentrated whether at a central point or by all the organizational members. Formalization the degree to which jobs are standardized within an organization Organization culture Organizational culture is a system of shared meaning held by the members of the organization that differentiates it from other organizations.

There are seven characteristics of organization which are as follows: Innovation and risk taking the degree to which employees are encouraged to take risks and be innovative Attention to detail the degree to which employees are expected to exhibit attention to detail Outcome orientation the degree to which management focuses on results People orientation the degree to which management decisions take into consideration the effect of outcomes on the members of the organization. Team orientation the degree to which work activities are organized around team or groups Aggressiveness the degree to which people are aggressive and competitive

Organizational Behavior
Stability the degree to which the organizational activities emphasizes on maintaining the status quo The above characteristics exist in a continuum from low to high. The organization culture is pictured by appraising the organization on the basis of the above characteristics. (Organizational Behavior Stephen P. Robbins) 2.2. Explain how the relationship between NHSs structure and culture can impact on the performance of the operations. The National Health Service also known as NHS is the publicly funded healthcare system in England. The NHS provides healthcare to anyone normally resident in England or any other part of the United Kingdom with most services free at the point of use for the patient though there are charges associated with eye tests, dental care, prescriptions, and many aspects of personal care. The NHS also has a formal constitution which sets out the legal rights and responsibilities of the NHS, its staff, and users of the service and makes additional non-binding pledges regarding many key aspects of its operations. (NHS wikipidea) Talking about the NHS culture it is made up of hundreds of organization each with their own management boards and budget systems.

http://www.nhs.uk/NHSEngland/thenhs/about/Pages/nhsstructure.aspx The diagram above shows that NHS structure is divided into two major parts Primary care and Secondary care. Primary care is the first point of contact for most people and is delivered by a wide range of independent contractors, including GPs, dentists, pharmacists and optometrists.

Organizational Behavior
Secondary care also known as acute healthcare can be either elective care or emergency care. Elective care means planned specialist medical care or surgery, usually following referral from a primary or community health professional such as a GP. The NHS ways of working and its culture bears too many of the hallmarks of the 1940s.The rest of society has moved on but in NHS the old-fashioned demarcations between staff, restricted opening and operating times, outdated systems, unnecessarily complex procedures and a lack of training all combine to create a culture where the convenience of the patient can come a poor second to the convenience. (Seminar 3. Professor Robert Dingwall, Professor of Sociology, University of Nottingham. Points for Discussion)

2.3.

Assume and briefly discuss the factors that might influence the behavior of NHS employees. Consider the magnitude of the organization and the Event while assuming the factors.

Factors that might influence the behavior of the NHS employees can be divided into internal and external factors. Internal factors include leadership, organizational structure and the corporate culture. External factors include family life and other business relationships. The NHS structure and culture shows that the employees working there are very closely knitted. This may have a positive as well as negative impact on the behavior of the employees working there. Positive impact in the sense the employees may feel that they are tied together and get motivated and work together for the attainment of goal. Talking about the negative impact, the old fashioned demarcations within the staffs may create an inconvenience for the patients. Similarly, external factors i.e family life and relationship with the outsiders also plays a major role in influencing the behavior of the staffs working in NHS. (Internal & External Factors That Influence Employee Behavior | eHow.com

Organizational Behavior
3. MANAGEMENT APPROACHES 3.1. Discuss and compare different approaches of management and identify current major trends in management theories for two organizations. Management Approaches

Management approaches have been divided as classical management and management today. Theories of management before refer to classical management approaches. Classical management approaches includes the scientific management and administrative management. Scientific management focuses on increasing productivity. In other words, it focuses on utilizing the limited labor force. Frederick W Taylor, father of scientific management began first time and motion studies. He developed the efficiency principles. Then, Lillian and Frank Gilbreth, a husband and wife engineering team further developed work measurement methods. They have applied efficiency methods to their home and 12 children. Scientific management deals with the job of individual employees whereas administrative management deals with the organization as a whole. The 14 principles of management by Henry Fayol and the Bureaucratic theory of authority structure and relations by Max Weber are the theories under the Administrative approach. The classical approach laid a foundation for development of other management approaches or theories. But, the approach is more appropriate for stable and simple organizations. In Classical management, employees were viewed as tools rather than as resources so, behavioral management approach were developed. Human relations and organizational behavior were given importance. But, this approach had some demerits i.e. the approach failed to predict complex individual behavior. After the II world war, Quantitative management techniques were developed to assist in decision making, planning and controlling. But, mathematical models cannot fully account for individual behaviors and attitudes in the organization. Then, the system approach was developed. A system is an interrelated set of elements functioning as a whole. According to system approach, an organization is viewed as a system where there is interdependence of the entities within the system. System approach is very much relevant in todays complex work setting.

Organizational Behavior
Classical, Behavioral and Quantitative perspectives are considered as universal perspectives One Best Way Contingency theory also known as situational approach tells that appropriate managerial behavior in a given situation depends upon unique elements in that situation. Major trends in management theories for two organizations

The owner of a cotton mill Robert Owen is credited with being the forerunner of the modern Human relations school of management. Roberts ideas stemmed from his ownership of a cotton mill in where he developed a strong interest in the welfare of the 400 to 500 child employees. He started a legislative movement to limit child employment to those over the age of ten while reducing the workday to 10 1/2 hours. In 1813, a pamphlet, New View of Society was published by Robert, where he described his vision of society. He also became active in improving living conditions of employees through the implementation of improvements in housing, sanitation, public works and establishing schools for the children. He strongly believed that character is a product of circumstances and that environment and early education is critical in forming good character. The Toyota Company follows the Toyota Production System (TPS). TPS is an integrated socio-technical system developed by Toyota that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. TPSs main objectives are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are seven kinds of muda that are addressed in the TPS which are as follows: over-production motion (of operator or machine) waiting (of operator or machine)

Organizational Behavior
conveyance processing itself inventory (raw material) correction (rework and scrap)

The elimination of waste has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In the TPS many initiatives are triggered by inconsistency or overburden reduction which drives out waste without specific focus on its reduction. (http://en.wikipedia.org/wiki/Toyota_Production_System)

Organizational Behavior
4. APPROAHES OF LEADERSHIP AND MOTIVATIONAL THEORIES 4.1. Distinguish between different approaches to the study of leadership and discuss how relevant are they in current business environment. Leadership is the process of influencing an organized group toward accomplishing its goals. - Roach and Behling. Early Leadership Theories: 1. Trait Theories (1920s-30s) Research focused on identifying personal characteristics that differentiated leaders from non-leaders. Research on the leadership by various researchers identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.

2. Behavioral Theories University of Iowa Studies (Kurt Lewin) identified three leadership styles: o Autocratic style o Democratic style o Laissez faire style

Ohio State Studies identified two dimensions of leader behavior: o Initiating structure: the role of the leader in defining his or her role and the roles of group members o Consideration: the leaders mutual trust and respect for group members ideas and feelings

University of Michigan Studies identified leaders exhibited one of the two dimensions of behavior: o Production oriented: emphasizing task accomplishment o Employee oriented: emphasizing personal relationships

Organizational Behavior
Contingency theories of leadership: 1. The Fiedler Model Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence. Situational factors in matching leader to the situation: Leader-member relations Task structure Position power

2. Hersey and Blanchards Situational Leadership Theory (SLT) Leaders must relinquish control over and contact with followers as they become more competent. Creates four specific leadership styles incorporating Fiedlers two leadership dimensions: Results: Telling: Selling: Participating: high task-low relationship leadership high task-high relationship leadership low task-high relationship leadership

Delegating: low task-low relationship leadership

Leadership plays a central part in understanding group behavior. In todays organization, there is increased use of team works, so as a leader one should recognize relevant situational factors i.e. task structure of the job, level of group support, experience, motivation, attitude e.tc and lead the team towards the goal of the organization.( Robbins, S. P., Coulter, M.and Vohra, N. (2010). Management. 10th Edition. India: Dorling Kindersley)

4.2.

Explain different motivational theories and their application within NHS organization.

Organizational Behavior
Motivation refers to the influencing the people in or outside the organization to get the desired task done. Usually the managers are the one who motivates the employee for achieving the company goal as needed. (Organizational Behavior Stephen P. Robbins) Maslows Hierarchy of needs: Abraham Maslow Need Hierarchy Theory describes that the behavior is determined by the individual need and the organization should fulfill the lower needs of the employee first. Maslow has divides the need in 5 categories. Psychological need Safety need Social need Esteem need Self actualization need

Theory X and Theory Y: Douglas McGregor proposed two views of human beings: negative labeled Theory X and positive labeled Theory Y. According to McGregor, under Theory X, the assumption that employees dislike work and responsibility so they must be coerced to perform and under Theory Y, the assumption that employees like to work and are responsible and these employees must be rewarded. Two factor theory: The two factor theory also called motivational hygiene theory was proposed by Frederick Herzberg. According to Herzberg, there are two factors i.e. Intrinsic factors are related to job satisfaction whereas Extrinsic factors are related to with dissatisfaction. Contemporary theories of leadership includes: ERG theory: The Maslows theory has been revised and according to the ERG theory there are three groups of core needs: existence, relatedness and growth. McClellands Theory of needs:

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Organizational Behavior
According to McClellands theory of needs, achievement, power and affiliation are three important needs that help explain motivation. Goal Setting Theory: The Goal Setting Theory says that specific and difficult goals with feedback lead to higher performance.

4.3.

What implications do the motivational theories have for the managers?

I have presented a number of motivation theories and its application in the above tasks. As a manager one can follow the given steps while motivating employees in the organization. The manager should recognize the individual differences i.e. employees have different needs so the needs of the employees should be treated differently. This will allow the manager to individualize goals, level of involvement and rewards to align individual needs. Similarly, as a manager one should make sure that employees have hard, specific goals as well as feedback on how well they are faring in pursuit of those goals. Employees should be given a chance to contribute in number of decision making and rewards should be given to the employees by equating the inputs they bring to the job.

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Organizational Behavior
5. GROUP TASK ROLES AND IMPACT OF TECHNOLOGY IN GROUP MEMBERS OF NHS 5.1. Distinguish between group task roles, group building and maintenance roles and individual roles. Give examples for each of these. Task Roles Team task roles are those roles that members assume, either consciously or unconsciously, that move the team forward in accomplishing its tasks and mission. These roles are of vital importance in good team functioning.( http://www.teambuildinginc.com/tps/020c3.htm) Task roles can be divided as following: Initiator Information seeker Opinion seeker Information giver Opinion giver Elaborator Summarizer Coordinator-Integrator Orienter Disagreer Evaluator-Critic Energizer Procedural Technician

Group building refers the process of developing a group. Group building goes through five stages which is shown in the figure below:

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Organizational Behavior

Maintenance roles provide the oil for the machinery. They look after the emotional life of the group, help make it work, consider the needs of individuals. They open up the channels of communication.

(http://www.srds.co.uk/cedtraining/handouts/hand37.htm) Individual roles refer to role that an employee plays as an individual in an organization. Organizations are made up of individuals who are brought together so that they are able to achieve the mission. The organizations structure will determine how these individuals are brought together and how they relate to one another. The success of every organization depends upon each individual working together to achieve the common goal. (http://www.thecqi.org/Knowledge-Hub/Knowledge-

portal/Interactions-of-organisations-and-people/Role-of-the-individual/) 5.2. Describe essential characteristics of a successful work group or team. As a manager explain how you would develop effective team relationships, performance and the influences that threaten success. Essential characteristics of a successful work group or team are as follows: (http://www.gotobai.com/pdf/The-six-characteristics-of-a-successful-team.pdf) Mission Empowerment Involvement Willingness to take risk Unity Change

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Organizational Behavior
A manager must first recognize that work groups are part of an organization and that factors such as organizations strategy, authority structure, selection procedures and reward system provides a favorable and unfavorable climate for a group to operate. So, managers shouldnt look any group in isolation. Managers should keep in mind that a group is likely to be productive when the team members have the essential skills to do the group tasks. Structural factors like norms control group member behavior by establishing standards of right and wrong. So, managers can explain the behaviors of the team members if they know the norms. A number of structural factors such as role perception, status inequities, size of the group, group task and cohesiveness show a relationship to performance. As a manager one must ensure that there is a positive relationship between the structural factors and the performance of the members in a group.

5.3.

Discuss the impact of technology on a team functioning within the NHS.

The increasing use of information technology in district health authorities, and the changing requirements for information, due to the implementation of the recommendations of the Steering Group on Health Services Information and the joint NHS/DHSS groups on performance indicators, have caused districts to review the management mechanisms necessary for organizing and supporting these new demands. These developments have been so recent that little is known about how districts are responding. A short questionnaire was sent to all the district health authorities in England and Wales to identify whether districts were appointing information officers and the management arrangements being adopted. The responses show a wide variation in approaches, which indicates the diversity of interpretations of the likely impact of information technology upon the health services. (http://jpubhealth.oxfordjournals.org/content/7/3/179.full.pdf+html)

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Organizational Behavior
6. CONCLUSION Organizational behavior being the study of the individuals, groups and structure and their impact in the organization, for the purpose of applying such knowledge in the real world was truly helpful. The theoretical knowledge only is not enough for the management students. So the study of NHS and their culture and the impact in the organization has given the clear picture about our future work life. The study of leadership and the motivational theories and their implementation in the organization led us to the knowledge to how we can show such skills in the organization in future. Organizational Behavior offers both challenges and opportunities As we have gone through the trends of the organization behavior and the study of NHS was truly helpful.

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Organizational Behavior

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Organizational Behavior
7. REFERENCES i. www.ehow.com/list_6741291_internal-factors-influence-employeebehavior.html#ixzz1JgD4Cpl2 ii. iii. iv. v. vi. vii. www.gotobai.com/pdf/The-six-characteristics-of-a-successful-team.pdf Internal & External Factors That Influence Employee Behavior | eHow.com http://jpubhealth.oxfordjournals.org/content/7/3/179.full.pdf+html http://www.nhs.uk/NHSEngland/thenhs/about/Pages/nhsstructure.aspx Organizational Behavior Stephen P. Robbins Robbins, S. P., Coulter, M.and Vohra, N. (2010). Management. 10th Edition. India: Dorling Kindersley viii. ix. x. www.srds.co.uk/cedtraining/handouts/hand37.htm www.teambuildinginc.com/tps/020c3.htm www.thecqi.org/Knowledge-Hub/Knowledge-portal/Interactions-oforganisations-and-people/Role-of-the-individual/ xi. Seminar 3. Professor Robert Dingwall, Professor of Sociology, University of Nottingham. Points for Discussion xii. http://en.wikipedia.org/wiki/Toyota_Production_System

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