Professional Documents
Culture Documents
Introduction To Organisation Behaviour
Introduction To Organisation Behaviour
ORGANISATION BEHAVIOUR
Many earlier ideas are still important and are often incorporated into more
current management thinking.
1
MANAGEMENT THEORY
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
Customer or people to be
served
DIVISION OF LABOUR
ADVANTAGES
Efficient use of labour
Reduced training costs DISADVANTAGES
Increased standardisation Routine, repetitive jobs
and uniformity of output Reduced job satisfaction
Increased expertise from Decreased worker involvement
repetition of tasks and commitment
Increased worker alienation
Possible incompatibility with
computerised manufacturing
technologies
DIVISION OF LABOUR
of the
the design of work organisation should take account
nature and interests of staff and job satisfaction.
DIVISION OF LABOUR
1. Mutual Adjustment
2. Direct Supervision
3. Standardisation of Work Processes
4. Standardisation of Work Output
5. 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
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.
Major Contributors:
Henri Fayol
Linda Urwick
Max Weber most Weber proposed a
prominent of the three. bureaucratic form of structure
that he believed would work
for all organisations.
Job Specialisation
Authority Hierarchy
Criticisms of Bureaucracy
Formal Selection
Formal Rules and
Regulations Lack of attention to the
Impersonality informal organisation.
Career Orientation
Restriction of psychological
growth
Bureaucratic dysfunction
CLASSICAL APPROACH
SCIENTIFIC MANAGEMENT
TAYLORS PRINCIPLES
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.
HUMAN RELATIONS APPROACH
THEORY X ASSUMPTIONS
THEORY Y ASSUMPTIONS
People do not naturally dislike work; work is a natural part of their
lives.
People are internally motivated to reach goals to which they are
committed.
People are committed to goals to the degree that they receive
personal rewards when they reach their objectives.
People will seek and accept responsibility under favourable
conditions.
People have the capacity to be innovative in solving
organisational problems.
People are bright, but generally their potentials are under-utilised.
SYSTEMS APPROACH