Summary complete about \'Organizational Behaviour\'.pdf PDF

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Summary complete about 'Organizational Behaviour'...

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What is organisational behaviour? Organisational Behaviour has a few different definitions, depending on where you look. For this reason I have decided to add a couple of these definitions to the page, as this will give us all a better look at what Organisational Behaviour actually is. The systematic study of formal organizations and of what people think, feel and do in and around organizations. - Bratton et al (2010) An interdisciplinary body of knowledge and field of research, concerned with how formal organizations, behaviour of people within organizations, and salient features of their context and environment, evolve and take shape, why all these things happen the way they do, and what purposes they serve. - Buchanon and Huczynski (2010) When looking at definitions for organisational behaviour, we should also really look at the definition of organisation, as this will give us a better understanding of the above, so, what is the definition of an organisation? Definition of Organisation Work organization: a deliberately formed social group in which people, technology and resources are deliberately coordinated through formalized roles and relationships to achieve a division of labour designed to attain a specific set of objectives efficiently. Bratton et al (2010)

Organization: a social arrangement for achieving controlled performance in pursuit of collective goals. Buchanon and Huczynski (2010)

Culture in Organisations Culture Definition: The human-generated part of the environment that is transmitted across time and generations and leads to people within that culture developing shared meanings; culture gives people ‘standard operating procedures’ or ways of doing things. Often said to be ‘the ways things are done around here’ culture is a major point within an organisation as it can lead to success or failure. It is important to manage culture and try and install one which works well for the type of organisation, the objectives and goals the business has set and the recruitment practices in place. Organisational Culture Definition: The distinctive norms, beliefs, principles and ways of behaving that combine to give each organisation its distinctive character.  Norms: How things are done, people are treated and the normal goings on in a business day to day. This is influenced highly by the employees in the company, as these are the ones which spend the most time interacting with each other.  Beliefs: These are the thoughts employees have, they can either be installed by the employer, and for example the belief that all work should be done to the highest standard despite the amount of time it may take. However, employees have beliefs which they learn themselves, such as the fact that everything may have to be done to the highest standard despite the time taken, yet as they have targets to meet in terms of when tasks should be achieved, this isn’t true and the belief isn’t there.  Principles: Principles are what the company sets out to do, for example Google’s ‘Don’t Be Evil’. Arnold (2010) Cultures in organisation are defined by how the organisation is run, how the personalities within the organisation interact with each other and also how the structure of the company is set out. We can see this when we look at how different counties operate, for example the French are very self-righteous and therefore stick up for what they believe in, hence why they have blocked motorways when fuel prices have risen and chopped of their leaders head when they didn’t agree.

Groups and teams in organisations Group Definition: In the setting of an organisation, a group is the collection of people who are located, grouped or gathered together, either by classification or in a more general sense. People are often put in groups, such as a department, or groups are created by the same culture or objectives within an organisation. Team Definition: A team in an organisation is defined to be more competitive than a group, with the intention of this grouping of people to be able to achieve a common goal, reach the same objectives. Below are the slightly expanded definitions which have been created by scholars in the field of Organisational Behaviour. What is a Group? A group is a number of people who;    

interact with each other; are psychologically aware of each other; perceive themselves aware of each other; Or perceive themselves to be a group.

What is a Team? A team is a group of people, each of whom possesses particular expertise; each of whom is responsible for making individual decisions; that together hold a common purpose; who meet together to communicate, collaborate and consolidate knowledge, from which plans are made, actions determined and future decisions influenced.

Job Design Definition: Job Design, which can also be called Work Design or Task Design, is the process of assigning tasks to a job, including the interdependency of those tasks with other jobs. It is to help improve the employees’ relationship with the job in hand and increase the quality of the product or service at the same time. Job Design has an importance within keeping an organisation at the right standard of work and employee ethics. The following are some definitions by scholars in the field; this may help as they are a good way to start off an essay question within an exam. Job redesign: collective name given to techniques designed to increase one or more of the variety, autonomy and completeness of a person’s work tasks Job characteristics model: a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties

Attitudes and behaviours Attitudes Definition: An attitude is a way of thinking or feeling about something, a certain state of mind at the time. Behaviours Definition: Behaviour is defined as the way one acts towards themselves and others around them. To link the two we could say that due to the attitude a person has towards spiders, he/she may behave differently. What are Attitudes? Mental states, developed through experience, which are always ready to exert an active influence on an individual’s response to any conditions or circumstances to which the person has been directed Certain regularities of an individual’s feelings, thoughts and predispositions to act toward some aspect of his [sic] environment ABC There are said to be three components of an attitude, which can easily be remembered using ‘ACB’. These three components are; Affective Component – feelings of an attitude – For example if a person is scared of spiders or dogs.  Behavioural Component – Predispositions to act towards an attitude. – For example if the person scared of spiders sees one, they will react and scream.  Cognitive Component – Thoughts about an attitude. – For example this is why they justify their actions against the spider, believing it to be dangerous in some way. The main point about the ABC model is that we believe a person will be consistent with the attitudes towards things that they have. For example a person will always be scared when they see a spider. However, this is not always true, most people have the attitude that drinking excessively will be damaging to their health, yet despite this their behaviour around alcohol is to carry on drinking. 

Attitudes in the Workplace Attitudes come into the workplace under four different headings, these are; 

Work Situation – Attitude towards the actual job; pay, co-workers, working conditions, etc. – This will influence how the culture is in the company; how people see the work situation will change their behaviours. If they believe they are not being paid enough, they may well act out behaviourally.

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Personality – The way someone attitude is in the first place. – Completely dependent on the actual employee and a reason why the hiring process can be such a big part of a business, to ensure that they hire the right personality, the right person whose attitudes and behaviours fit in with those already working in the organisation.

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Values – What comes out of the work. – The attitude towards the standard of work.

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Social Influences – What co-workers, managers etc. attitudes are like. – If fellow coworkers are lazy, then the attitude is likely to by ‘well why should I work harder?’ and this will cause the behaviour of not working hard enough just because others are.

Motivation Motivation Definition: The reason or reasons to act in a particular way. It is what makes us do things and carry out tasks for the organisation. However, motivation is often used as an excuse, a lack of motivation for not doing anything. This is why in an organisation discipline needs to be used, to inspire the fact that motivation isn’t always needed, but discipline to get the job done is. What is Motivation? Motivation is that which energises, directs and sustains behaviour Motivation is important within organisations because managers need to know how to motivate their staff, so that they work harder, enjoy work life more and in turn generate more profit for the company. It’s important to know; how people are motivated, why people are motivated and also how the manager themselves are motivated, because if they aren’t then it is very unlikely that the rest of the team will be. How to Motivate Employees Although everyone is motivated differently, as they require different things to make them happy and content, there are a set of aspects which will normally work on most people.   

Money Health Care Flexitime

These are just a few, if we dive more into the theories though we can see a lot more : Common-sense Theory Definition: McGregor’s theory started off because he believed that every person has a different reason to get out of bed in the morning, a different reason to go to work and earn money. Some people, who are put into the ‘Theory X’, work to just get money, they don’t care about anything else, any other benefits. Others, put into ‘Theory Y’ go to work to get independence and improve their life. The outlines of these theories are shown below; Common-Sense Approach 1 – Theory X   

People cannot be trusted They are lazy, irrational and unreliable They need to be controlled, motivated by money and threatened by punishment

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Without control they will pursue their own goals, which will be contrary to those of the organisation.

Common-Sense Approach 2 – Theory Y   

People seek independence, self-development and creativity in their work They look beyond immediate circumstances and can adapt to new ones They are fundamentally moral and responsible people who will strive for the good of the organisation if they are treated as such.

Common-Sense Approach 3 – Paternalism    

A person’s behaviour influenced most fundamentally by social interactions These can determine sense of identity and belonging at work People seek meaningful relationships at work They are responsive to others expectations, often more than financial incentives.

Expectancy Theory Definition: The expectancy theory was thought up by Vroom in 1963 and later expanded on by Porter and Lawler in 1968. The theory was one that argued that individual motivation depends on what the outcome would be like, how the person who likes the result to be will change how motivated he/she is to meet that target. As a motive is always depending on doing something, then it becomes more desirable and therefore more motivation is put into achieving it. A good example of this is that if you were working at an organisation and would like to increase you salary, you would probably work a lot harder, if working hard is likely to get you more money. On the other hand, if you didn’t think that working hard would get you that extra bit of money, then you would probably not work hard to achieve the goal. Vroom’s Expectancy Theory focuses on three main points; valence, instrumentality, expectancy. This theory can be shown in a formula, with force equalling the force of motivation.

Force = Valence x Instrumentality x Expectancy The higher the value being the more motivated you are to work. If one value is zero, the answer will be zero, showing that each point needs to be met. Valence – If valence is low this means that you are not bothered about the outcome, therefore meaning that work doesn’t need to be put in.

Instrumentality – If you don’t think the outcome will affect anything, then you won’t be motivated to try and make that outcome the best it could be. Expectancy – If expectancy is low, this means that you don’t expect the outcome to be good no matter how hard you try; therefore there isn’t any point in trying, leading to no motivation. Porter and Lawler Porter and Lawler went on and made the above theory a bit more complex and in-depth. To do this they identified 9 different factors which affected work motivation, which are as follows; 1. Perceived value of rewards 2. Expectation that performance will lead to reward 3. Effort 4. Individual abilities and traits 5. Role perceptions 6. Job performance 7. Intrinsic rewards and extrinsic rewards 8. Perceived equity of rewards 9. Job satisfaction Vroom (1964)

Goal-Setting Theory Definition: This theory has established four main propositions, which help to explain work behaviour, why people strive to try and meet their goals and why people don’t work as hard as they should. The Goal-setting Theory has mainly been applied to short-term objectives, as they are often a lot more clear and thought as, as looking too far into the future is quite hard to do. The four main propositions are below: Creating Challenging Goals This leads to increased levels in performance. These types of goals, also known as ‘stretch’ goals lead as to work harder and push to meet the objectives, therefore getting much more from workers for the same price. Creating Specific Goals This also leads to higher levels of performance, as employees know exactly what they are trying to achieve. SMART comes into this area of the theory, saying that goals should be; specific, measurable, attainable, realistic and time related.

Participation Objectives This proposition helps to make people feel more involved with their working lives, therefore making them much more interested in actually completing the goals. Commitment is increased. Knowing the results of the last objectives Allowing employees to know what was achieved in past objectives will help them strive to beat them, increasing performance and results. However, there are some implications of the Goal-setting Theory (Locke and Latham, 1990), mainly due with overuse of the above propositions. These implications are noted below:  Setting goals which are too hard to achieve. This could lead to dissatisfaction in the workplace and lead to less results.  Not being specific enough, which could lead to people missing out parts of the objective and therefore not actually meeting them.  Allowing employees to participate too much, which could lead to easier objectives being set, or objectives which aren’t relevant to the company. (Locke and Latham, 1990) Herzberg’s Two Factor Theory Definition: Frederick Herzberg came up with a theory which would look into what caused job satisfaction and what caused job dissatisfaction. Factors which influenced making a job satisfying were called ‘Motivator Factors’ whilst factors which made a job dissatisfying were named ‘Hygiene Factors’. Below are what both of these sets include; Hygiene Factors If these factors are not present, they will cause people within the organisation to become dissatisfied. For example;      

Salary and Pay Job Security Working Conditions Supervision Company Policies Interpersonal Relationships

Motivation Factors When these factors are present, people within the organisation will become satisfied. For example;

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Achievement Recognition Responsibility Job Satisfaction Personal Development

McClelland – Achievement Motivation Theory (1961) Herzberg’s theory of motivation relates to McClelland’s in some ways, as McClelland also looked into different aspects which motivate workers and came up the same results, although he didn’t look into factors which dissatisfy workers. He came up with three achievement motivators, which were the following;  Achievement Motivation – Seeking achievement of realistic, yet challenging goals to enable advancement in the current job role. To reach this feedback and constructive criticism is needed.  Authority/Power Motivation – This person is motivated by power, by an influence on others and the ability to part their ideas on others they will gain motivation and a personal sense of status.  Affiliation Motivation – This person needs friendships, relationships and interactions with others. A need to be popular and liked, which leads to team working skills, but can also cause problems when hard decisions are needed to be made. Maslows Hierarchy of Needs Definition: Maslow’s Hierarchy of needs was created to try and show what people need satisfying so that they can fulfil themselves at work. He came up with the following five steps which must be taken to reach self-actualisation. Number 1 must be met to move onto 2, number 2 must be met to move onto 3, and so on. Physiological – Breathing, food, water, sex, sleep, homoeostasis, excretion Safety – Security of: body, employment, resources, morality, the family, health, property Love and Belonging – Friendship, family, sexual intimacy Esteem – Self-esteem, confidence, achievement, respect of others, respect by others Self-Actualisation – Morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts

This hierarchy of needs came under some criticisms, mainly due it being too vague in explaining what people need to be motivated. As well as this many people think that certain aspects of the hierarchy should be further up, or further down, showing that the diagram made is very individualistic. Modified Needs Hierarchy Model To overcome these problems, Alderfer came up with his own version of the hierarchy. His ‘Modified Needs Hierarchy Model’ puts Maslow’s 5 levels into just 3, which are; 1. Existence needs – Physiological and safety 2. Relatedness needs – Love and belonging 3. Growth needs – Potential and self esteem He also made a point that one level didn’t need to be satisfied to reach the other, therefore catering for more peoples motivation needs.

What is Perception? The process of selecting, organising and interpreting information in order to make sense of the world around us The dynamic and complex way, in which individuals select information (stimuli) from the environment, interpret and translate it so that a meaning is assigned which will result in a pattern of behaviour or thought Perception in Organisations Often the main aspects of perception in an organisation is how an individual views others, as this can be a major point in how that person will behave within the business. It is also a aspect of how an individual is motivated within an organisation. If they preserve people in a certain way than they may believe they are disliked, not listened to or ignored by this person and therefore their motivation to do anything will be far smaller. This is why in organisations there needs to be a way of making sure employees fit before being hired and then when they are hired their first perceptions of others need to be good. To achieve a good first impression companies will often introduce new employees and current employees in ways which show off key skills, highlight the importance of these people to the team, so that perceptions are built around positives instead of negatives. The perceptual process is how organisations cope with the aforementioned. Perception Process 1. Receiving Stimuli – Picking up all external and internal factors. 2. Selecting Stimuli – Selecting the stimuli which will be most important – This is where the introduction of new employees is importan...