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NOTES

Organizational Behaviour
An Organization Defned
A deliberate arrangement of people to accomplish some specifc
purpose (that individuals independently could not accomplish alone!
Common Characteristics of Organizations
"ave a distinct purpose (goal
#omposed of people
"ave a deliberate structure
Changing Organization
Organizational Behaviour : Subset of "$S % The term organisational
behaviour &hich is reputed to have been invented by 'ritz
$oethlisberger in the late ()*+s is intended to cover a &ider area than
the previous term of ,"uman $elations!
Organizational #ulture- A system of shared meanings and common
beliefs held by organizational members that determines. in a large
degree. ho& they act to&ards each other!
Strong Cultures
Are cultures in &hich /ey values are deeply held and &idely held!
"ave a strong in0uence on organizational members!
'actors 1n0uencing the Strength of #ulture
Size of the organization
Age of the organization
$ate of employee turnover
Strength of the original culture
#larity of cultural values and beliefs
Beneft of Strong culture:
#reates a stronger employee commitment to the organization!
Aids in the recruitment and socialization of ne& employees!
'osters higher organizational performance by instilling and promoting
employee initiative!
#hange of 2anagement
Organizational Change
Any alterations in the people. structure. or technology of an
organization
Characteristics of Change
1s constant yet varies in degree and direction
3roduces uncertainty yet is not completely unpredictable
#reates both threats and opportunities
Managing change is an integral partof every managers job.
Forces for Change
External Forces
2ar/etplace
4overnmental la&s and regulations
Technology
5abor mar/et
Economic changes
Internal Forces
#hanges in organizational strategy
6or/force changes
Ne& e7uipment
Employee attitudes
#hange process8 9urt 5e&ins 2odel
Change Agents
3ersons &ho act as catalysts and assume the responsibility for managing the
change process!
!"es of Change Agents
2anagers- internal entrepreneurs
Nonmanagers- change specialists
Outside consultants- change implementation e:perts
2anaging $esistance to #hange
6hy 3eople $esist #hange;
The ambiguity and uncertainty that change introduces
The comfort of old habits
A concern over personal loss of status. money. authority. friendships.
and personal convenience
The perception that change is incompatible &ith the goals and interest
of the organization
#anagerial actions to reduce change:
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation and co-optation
Selecting people who accept change
Coercion
BERNARD TA!"R STRATE# $
$% Stretch goals. Managers must defne goals in terms
of specifc, measurable o&'ectives (hich stretch
"eo"le to achieve them%
)% Future vision. Employees must be shown the
promised land where the company (ill fnd a
"ros"erous future%
*% Lean organisation. Line managers must be given a
structure in which they can ta+e charge and &e held
accounta&le%
,% -e( culture% his means a more o"en st!le of
leadershi". communicating values and (or+ing
through teams%
/% 0orld class% o succeed. organisations must 1reach
for the stars1 and measure themselves against the
(orld1s &est%
2% 3erformance management% Ever! em"lo!ee must
&e involved in delivering high4ualit! "roducts and
services5 this also means forming teams and giving
them the training measures and re(ards the! need%
6% otal innovation% o com"ete successfull!. it is no
longer enough to do the same things &etter than
ever!&od! else5 the challenge is to harness (or+force
creativit!.to do ne( things and to do things
di7erentl!5 this means tolerating a certain amount of
chaos and disorder. relaxing controls and letting
em"lo!ees 1ta+e charge1%
8% 3artnershi"s and net(or+s% #anagers must learn
to trust and to co9o"erate5"artnershi"s must &e
formed (ith su""liers. distri&utors and com"etitors%

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