Unit 5

Nature and purpose of organising

◦ Benefits specialisation
◦ Expansion and growth
◦ optimal utilisation of resources
◦ Effective administration
◦ Better commmunication
◦ Transperancy
Principles of organising
◦ Work specialisation
◦ Span of control
◦ Authority
◦ Chain of command
◦ Delegation
Organisational structures
◦ Functional
◦ Product division
◦ Geographical
◦ Matrix
Formal organisation and informal organisations
◦ Authority
◦ Communication
◦ Influence
◦ Members
◦ Organisation structure
◦ Purpose
Formal adv
◦ Systematic working
◦ No overlapping of work
◦ Emphasis on work
◦ Coordination
◦ Creation of chain of command
◦ Achievement of organisation objectives
Formal disadvantage
◦ Ignoring social needs of employees
◦ Emphasis on work only
◦ Delay in action
Informal adv
◦ Fast communication
◦ Fulfils social needs
◦ Correct feedback
Informal disadvantage
◦ Individual interest emphasiszes
◦ Rumours spread
◦ No systematic working
◦ May bring negative results
Organisational culture
Elements
◦ Visible- dress code
◦ Invisible
◦ Stories
◦ Rituals
◦ Language
◦ Symbol
◦ Practice
◦ Values and norms
◦ Assumptions
Types
◦ Mechanistic and organic
 ◦ Authoratarian and participative
◦ Sub culture and dominant culture
◦ Strong and weak
◦ Entrepreneur and market
Organisational change
Factors
◦ Internal
*Demographic characteristics
*Technological advancements
*Market changes
*Social and political pressure
*Government policies
◦ External
*Human resources problem
*Managerial behaviour
*Nature of change
Kurt lewin analysis
◦ Driving force
◦ Restoring force
Nature
◦ One change disturbs old equilibrium of org
◦ Any change effects one part or whole org directly or indirectly
◦ It is continuous process
Importance
◦ Means of satisfy economic requirements of people
◦ Employee well being and satisfaction
◦ Profitability of org
Types
◦ Incremental
◦ Transformational
◦ Strategic
◦ Organisational
◦ Culture
◦ Behavioural
◦ Systems and processes
Overcoming resistance in organisation change
◦ Participation
◦ Education
◦ Communication
◦ Negotiations
◦ Manipulation
◦ Coordination
Planned changes
Process
◦ Unfreezing
◦ Change
◦ Freeze
Types
◦ Structure
◦ People
◦ Technology
Organisational conflicts
Types
◦ Intrapersonal
◦ Intragroup
◦ Inter group
◦ Interpersonal
Conflict resolution techniques
◦ Colabrative- you win I win
 ◦ Compromising- you bend I bend
◦ Accomodating- you win I lose
◦ Competing -I win you lose
◦ Avoiding - no win no lose
Causes of conflict
◦ Limited resources
◦ Communication problem
◦ Difference in goals and interests
◦ Difference in perception attitude behaviour
◦ Lack of clarity of responsibility
◦ Task interdependence