The Future of Organisations And Organisational Behaviour

Schalk Grobler

1

context. Sense-making of realities: images or maps in the cognitive. behaviour of people. • • Increasingly complex and competitive environment. capacity – Loyalty – Trust Organisation theory: relationships. Organisation theory: – Prediction and Control – Understanding organisation – Model of self-determination – Unique and different approaches for the future? 2 • • • .Organisation The mental maps of leaders and organisations need to change drastically for organisations to be successful and survive in the future. Impact on members of the organisation – Skills.

Filter to process. Make sense of our environment to predict and control the future. more comprehensive map allow for appropriate new action/ direction. Expanding and enabling our mental maps allow readiness for the changes we can’t see yet. make sense of and respond to information. Individuals act according to the way they think – may allow us to predict certain outcomes under certain conditions. Learning/ Expanding our mental maps enhances the ability to evaluate the future and act differently. guides our thinking and behaviour. and successfully lead change in an increasingly uncertain and complex world. Broader.Mental Maps • • • • • • • • Assumptions. Cognitive system reacts to input from the environment – processed and expanded on to create map of environment – determine response. 3 . generalizations or images that influence how we understand the world and behave accordingly.

sense of direction Flexibility & continuous change Matrix arrangements.The Future Organisation Industrial-age Organisation Rationality and Logic Rigidity & certainty Clearly differentiated positions. roles & responsibilities Specialized knowledge base Individual accountability Measurable outcomes Reactive. resolve as emerges Linear information flow Training Localised The Future Organisation Abstraction. anticipating issues Information networking Development Across boundaries and disciplines 4 . flexible positions & roles Interdisciplinary knowledge base Team Strategic objectives Proactive.

Sustainability – Triple Bottom Line. including external interfaces. shared values. Larger community/ societal considerations. Is it something we should aspire to. Flexible. or is the future here and what we think we know already out of date? 5 .The Future Organisation • • • • • • Concrete strategic plans & budgets replaced by responsive. Joint responsibility for success. Integrative culture. flexible and abstract outcomes. adaptive and responsive.

– Identify causes for certain occurrences.Organisational Behaviour and the Future Organisation • • How do we address the demands of the future organisation? Organisational Behaviour: – Help interpret events and determine implications for Organisations. – Expand thinking & therefore mental maps of organisational leaders to more effectively meet future organisational demands. 6 .

more personal & vacation time.Generational Theory • Membership to particular generation (age location in history) forms part of leader’s orientation (mental map) and impact organisational outcomes and success. technology and social networking. Structures. multi-tasking. – Gen Y: flexible work-schedules. Systems & Processes. value-creating and outcomes-based. more materialistic. emphasises values and culture. Performance and Reward mechanisms? 7 • • • . entrepreneurial and risk-taking. Policies & Procedures. unconventional. contrasted by – Gen X: less idealistic. Retention. results. diligence. process and efficiency. Generations: – The Silent Generation (1925-1942) – Baby Boomers (1943-1960) – Generation X (1961-1981) – Generation Y (1981-2001) Boomers currently run and manage many organisations: – Idealistic.

• • • • • 8 . frustration). Drives intensity and pace of performance. cognitive and physical states. Indicate possible cause for certain organisational behaviour and performance: spur into action for achieving higher performance. Positive (excitement. Energy Zones: – Comfort Zone – Resignation Zone – Aggression Zone – Passion Zone Strong emotions drive action. adaptation and innovation.Organisational Energy • Force with which a company operates – interplay between emotional. anxiety. passion). or Negative (fear.

Leadership • • • • • Requisite Leadership attributes not the same as in the past. Industrial era – command and control New requirements: – Emotional Intelligence – Cross-cultural understanding – Multi-disciplinary – Communication – Networking New generations’ expectations: – Authenticity – Significance – Excitement – Community Developing leaders for the future organisation 9 .

Nurture and promote flexibility and change 10 . Future organisation: culture firmly embedded in values and beliefs that support flexibility and innovation. talks about. rewards. What leader spends time on. Shape culture by communications and visibility of behaviours.Culture • • • • • Located in the behaviours and thinking of people. punishes encourage development/ maintenance of a particular culture. view change/ adaptation as continuous.

Balance need for efficiency with need for flexibility – Organisational Learning. and react to or enact it. Capture people’s emotional drive. – Unconscious drivers of behaviour. Values-based organisation. – Collective organisational knowledge and intelligence. Question/ challenge traditional hypotheses. To change how we think about change. becomes vital. need to rebuild trust requires shift in leadership thinking and behaviour. engage them meaningfully and create excitement about organisation’s vision and strategy. • 11 . – Organisational memory. explored questions and generate new thinking regarding: – Organisational learning and development. explore wisdom not necessarily mainstream.Our Mental Maps • • • • • Be open to differing views and perspectives.

interpret and make sense of our worlds will we be able to change the way we act: – change how we think about change and change the thinking behind our thinking. Only by changing the way we think. The ethical and spiritual climate in your organisation. Answers not always evident/ single-dimensional. 12 . challenge our own assumptions and change our mental maps. The role of norms and morals • • • Reflect on different perspectives. African leadership. Cross-cultural influences and counterinfluences.Our Mental Maps – – – – – – The concept of trust. may force us to think from the future as opposed to predicting based on the philosophy of history. The role of family.

Reorganize knowledge 13 .

Anais Nin (1903-1977) 14 . we see them as we are” .“We don’t see things as they are.

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