Organisation Behavior Mind Mapping
Organisation Behavior Mind Mapping
Organisation Behavior Mind Mapping
Tumelo L. Matjekane
2009
The basics of
organisational behaviour
Instrumental
values
Terminal · Ambition
values Locus of
· Competence control
· Cleanliness
· Achievement Machiavellian
· Courage
· Social status personality
· Intelligence
· Family safety
· Self-control
· Equality External
· Politeness · High mach
· Prosperity Internal
· etc · Low mach
· Wisdom · Search
· Manipulation
· Friendship diligently
· Personal · Eg. Jeffrey Skilling,
· Freedom for new
achievement Kenneth Lay
· etc Implications of knowledge
· More comfortable (Enron)
global organisation · Act quick
with change
· Be open-minded · Act quickly to cut
career losses
· Don’t pre-judge others
· Researches
business customs as
prospective Socially acquired
immoral
· Avoid rationalising
employer needs
questionable actions
· Search for legitimate ways McCLELLAND
to operate within others
ethical points of view
· Refuse to do business Extroversion and
when stakeholders actions introversion
violate the law
· Conduct business as · External stimulation vs
openly and honestly as internal stimulation
possible
Need for
power
Job satisfaction Need for
achievement
Employee work
attitudes Need for
affiliation
Facets of job
satisfaction
· Employee
Relaxation assistance
programmes
· Prayer
· Meditation
Individual
differences Opening up
Individual
factors Consequences
of stress
Environmental · Family problems
factors · Financial problems
· Economic uncertainty
· Political uncertainty
· Technological Physiological Behavioural
symptoms
Organisational
· Productivity level
factors · Headache · Attendance pattern
· Hypertension · Quitting the job
Micro- · Task demands · Heart disease · Accident
environmental · Role demands Psychological · Substance abuse
· Interpersonal symptoms
· Noise · Organisational structure
· Stuffy room · Organisational leader · Sleep disturbances
style · Depression, anxiety
· Organisational lifestyle · Declines in job
stage satisfaction
Content theory
Process theories
Abraham Frederick
Maslow’s Herzberg’s 2 Goal theory Equity theory
hierarchy factor theory
· SMART STACY ADAMS
Motivation explained The level of experienced · Streching
by organising human job satisfaction depends · Agreed · Social comparisons in work settings
needs into 5 levels on the availability of · + inequity: more rewards than others
hygienes and motivators · - inequity: fewer rewards than others
· Physiological
· Safety
· Belongingness
· Esteem Motivators
· Self actualisation
Intrinsic Benevolents Entitled
Expectancy
· Status theory · Comfortable · Comfortable
Hygienes · Work itself with ratio
· Promotion
E.C. TOLMAN which exceeds
Extrinsic · Challenges that of others
· How motivated behaviour occurs
· Work environment · Achievement at work
· Job security · Professional · How that behaviour can be
· Company policies growth channelled and directed Equity
· Pay · Responsibility · Explains turnover, absenteeism, sensitives
· Peer relations · Recognition career choice...
· Supervision · Prefer equity
based on
original
formulation
· A satisfied need ceases Environmental
to motivate behaviour Instrumentality
theory
at that need level (+ / -)
· Unsatisfied employee Cultural differences
needs lead to in motivation · 1st level = effort
undesirable outcomes · 2nd level = results
at work · Personal belief that 1st
· People strive to move level outcomes lead to
up the hierarchy Behaviour Modification 2nd level outcomes
· Needs are not usually Valance
completely satisfy B.F. SKINNER (+ / -)
· Unmet needs – more
Focuses on observable 1st level and 2nd
motivating Personal
employee behaviour
attractiveness of level outcomes
different outcomes
Continuous Partial
re-enforcements re-enforcements
Consequences occur Number of behaviour occurring
predictably after each Methods:
before re-enforcement
relevant behaviour
· + Re-enforcement
· - Re-enforcement
· Extinction
Ratio · Punishment
Interval
schedule
schedule
After a certain
Reward after given
number of behaviours
elapsed time Organisational factors
that influence motivation
· Role ambiguity
Fixed interval Variable interval Fixed ratio Variable ratio · Role conflict
· Organisational
Constant amount of Links consequences Based on
Consequence appraisal system
time passes before average number
after variable to given number of · Reward system
consequence of response
amount of time behaviour · Job design system
Rewards and
Performance reward systems
Goal setting and
appraisal
Management by
See page 4b
objectives (MBO)
Goals
· End states
· Clearly specified
difficult goals SMART
result in greater
performance · Specific
improvement than · Measurable
easy goals stated Aspects of · Achievable
in general terms Goal setting goal setting · Resource based
system process · Time specific
Distributing
rewards in
organisations
· Performance
Classification · Effort
· Seniority
· Equality
· Power and influence
Individual and
Extrinsic Intrinsic group based
reward system
Given to the Associated with
employee by the firm the job itself
Indirect
compensation
Scanlon plan
· Given due to employee’s Rucker plan (gains sharing)
organisational level
· In self directed team · Production committee
environment · Screening committee
· Measures the difference · Lowering costs and
between sales income information innovation
from goods produced · Bonus usually 25 - 50%
and the cost of material of savings
supplies including payroll
· Value added by labour
Company pay
practices
· Cafeteria-style fringe
benefits
· Lump sum pay system
· Skill based compensation
· Accumulating time off
· All salaried team
· Open salary information
Job design
Horizontal principles
increases
TAVISTOK INSTITUTE
Job range Job depth OF HUMAN RELATIONS
Autonomous work
groups / self
directed teams
HACKMAN
Types of groups
Decision making
· Work / group
· Task / command group in groups
· Informal group
· Project team
Work group
structure Delphi
· Composition Brainstorming technique
· Cohesiveness
· Norms · Phillips 66 · Email and web
· Groupthink, for eg · Stop and go
“Bay of pigs” (Cuba) · Reverse
and Vietnam war Group size and brainstorming
performance Nominal group
Positional technique
status
· Minimise verbal
· Expresses the Group size interaction among
amount of and internal members
responsibility conflict · Group no larger
than 9 people
· Conflict increases
with size
Group size
Work group
Group size and structure
participation
· Range of abilities,
talents and aptitudes · Contact and duration BRUCE W. TUCKMAN
increase with size decrease as group
size increases · Forming
· Storming
· Norming
· performing
Managing groups
Competition
and conflict
Guidelines for reducing
process losses Decision making in
teams (participative)
· Define the workgroup
task / problem carefully
· Don’t jump to idea
evaluation before idea Intergroup behaviour
evaluation has created and performance Managing
numerous alternatives The normative decision conflict within
· Avoid group think STEERS AND BLACK model and between
· Manage the norms of - The Vroom-Yetton-Jago groups
the group by making Three prevailing
valued rewards group interaction · The 5 forms of decision making: · Avoiding Two
contingent on high requirements ØAI: manager takes decision · Accommodating organisational
quality group alone · Forcing views on conflict
performance ØAII: manager seeks info from · Compromising
· Make group level subordinates, then decides · Collaboration
rewards contingent on · Interdependence ØCI: manager explains problem to
the group’s contribution · Information flow subordinates in 1 to 1 format
to work unit success · integration ØCII: manager explains problem
to subordinates in group format
ØGII: manager explains problem Contemporary
to subordinates in group
Pathway to effective intergroup format, then makes final
· Conflict viewed
relations based on level of task decision
as useful
complexity and uncertainty Traditional
deviation from
· Rules and procedures · Encourage the status quo
· Member exchange suppression
· Linking roles of conflict
· Task forces
· Decoupling
Entrepreneurship
Politics
Leadership
What is it? · Approved methods and
approved outcomes
Sources of · Approved methods and
The creation of power unapproved outcomes
wealth by
· Unapproved methods
assuming risk · Idea champion
and approved outcomes
through equity, · Sponsor
· Unapproved methods
time or career · Godfather Roles of the
and unapproved
commitment to · Green house manager
outcomes
add value to a
service or product
MINTZBERG
5 Myths
· Interpersonal Approaches to
· Doers not thinkers · Informational
How managers leadership
· Are born not made · decisional
· All you need is money play politics
· All you need is luck
· Entrepreneurial profile · Whistle blowing
· Line vs staff conflict
· Sponsorships and
coalition building
· Insurgency / resisting
Power vs auority
authority
Behavioural
Sources of approach
power Trait
· Reward power approach
· Coercive power
Using power
· Legitimate power BENNIS AND NANUS
· Referent power
ethially
· Expert power · Logical thinking
· Punishment used
· Persistence traits
consistently, uniformly KURT LEWIN
· Empowerment
and privately
· Self control OHIO STATE
· Communicate well and · Autocratic
UNIVERSITY
respect subordinates · Democratic
· Initiating · Free reign
structure vs
consideration
Situational
How subunits
approach
gain power
· Scarcity
· Uncertainty
· Centrality
· Absence of Fielder’s
How to gain
substitutes contingency
power (personal) theory
Aspects of
organisational design The responsive
organisation
Service orientated
organisation TOM PETERS
Span of
Division control Creating a
of labour service driven Achieving a
IVANCEVICH
· spececialisation
organisation responsive
& MATTESON
organisation
· The no. of · Conduct service
subordinates that audit · For capturing
report to a given · Well conceived competitive advantage
Delegation manager strategy for service · Simplify and delayer
of authority · Affected by: · Customer oriented Drivers of growth in · Re-assign supporting
required contact, front line people – customer service staff
· Motivates degree of training needed · Widen span of control
· Managers can’t do · Differentiated service
specialisation · Customer friendly · Empower workforce
all and ability to system often easier and · Create team based
· Leads to promotion communicate faster achieved than work system
and pay rises differentiated product
· “The rule of 100" · Customers demand
better quality
Departmentalisation · Service improvement
strengthen brand Boundary-less
loyalty, erect market organisation
segment and entry
barriers · No distinction between
· Bad service drives off leaders and followers
Functional Matrix customers and · Flexible and adaptable
design departmentalisation lowers profits · Authority boundary
· Task boundary
Product · Need for · Political boundary
Territorial Organisational
divisional specialised · Identity boundary
design
design management structure
· In companies – project
· Based on Change to revenue driven
manager
geographic with diversified market value maximisation
area product lines perspective
· E.g HP
Inter-organisation
Decentralisation design
Coordination
· Pushing authority down the · Designs that permit
Centralisation and control
hierarchy so that decisions one company to work
are made close to the origin closely with another
· Retention of of the problem
A set of mechanisms used
to link the actions of sub- · Strategic alliance
authority at top · Outsourcing
units to achieve a pattern of · Conglomerates
management · Use of contract workers
desired outcomes · Japanese Keiretsu,
· High formalisation · Sophisticated consumer Kinyokai, Amakudori
· standardisation · Shareholder demanding high LAWRENCE
returns & LORSCH
Vertical coordination
mechanism tools
Horizontal
· Teams and task forces coordination
· Direct supervision mechanism
Process
· Standardisation · Direct contact - control Results
· Work processes Galbraith control
· Outputs · Liaison roles · Standardisation of
· Performance appraisal · Cross functional teams task performance · MBO
· Management information system · Permanent teams · E.g TQM · Team orientated
Organisational
Culture change
Beliefs and values that are · Environmental
Methods of
understood by employees complexity change in OD
· Environmental
change See page 9b
· Environmental
Contributors Developing highly uncertainty
adaptive cultures
· CE / founder’s role
· Socialisation: transmits · The HOME approach:
organisational culture Ø History Planned change
from one generation Ø Oneness process
to the next Ø Membership
Ø Exchange
R. PASCALE
ØRealistic job previews ROBERT
ØDebasement and DAILEY
indoctrination
ØIntensive on the job
training Liabilities of Recognising
ØAdjust reward and
strong culture need for change
promotion system
ØUse top managers as
personal role models · Goals and mission Diagnosis
ØRe-enforce the cultures may change, strong
with stories about the culture no longer · Multilevel
organisation and its relevant (organisational,
founder · Strong culture may team, individual)
Resistance
ØUse mentors to develop not mix well in M&A · Steering
younger employees · When culture · Fear committee to
legitimises in- · Trying to guide it
fighting, secrecy and maintain status
empire building quo
· Eg. Daimler-Chrysler · Inclusion of these
vs Toyota affected can help
Selection of
change methods
· Participative
Organisational life
eg Vroom-
cycle theory Carry over
Yetton-Jago
· Planned change
becomes part of
operations in
Unfreezing Re-freezing
spite of
managerial
· Dissatisfaction · New succession,
with old culture Changing processes attrition or
and processes adopted and alteration in other
· Action play Diffusion
· Constructive become organisational
destruction implemented permanent aspects
· Labour · Training parts of firms WALTON
discontent · Decentralisation and cuture
· Diffusion not always
guaranteed, can be
undermined
· Eg. Volvo, Shell
Methods of
change in OD
Culture
Organisational
See page 9a change
See page 9a
System wide
process
changes
Interpersonal
and group · Survey feedback
· Collecting questionnaire
KURT LEWIN data from employees
· Summarise
· Feedback to employees Grid organisational
· Survey of organisations development
T-group
procedures ROBERT BLAKE &
JANE MOUTON
· A pre-packaged OD method
Ø Grid seminar
Encounter Ø Intra-group development
group Ø Inter-group development
Team building Support Ø Development of an ideal
· Deeper personal programme group strategic model
knowledge and Ø Attaining the ideal strategic
· Excellent tool for · Problem-focused model
development
ensuring the fit groups Ø Stabilisation and process
between culture, · Unite individuals critique
mission, goals and · Provide support
strategy
· Should be regular
process for
diagnosing and
attacking problems