Post on 01-Dec-2014
ORGANIZATIONAL BEHAVIOUR
ORGANIZATIONAL BEHAVIOUR
Prepared by : Ashish Gurung
Submitted to: Sajida Saleem
Date: April 17, 2011
Table of Contents1. Executive Summary.............................................................................................1
2. Organizational culture and structure in NHS........................................................2
2.1. Suggest and compare how you would explain the concept of organisational structure and culture................................................................................................2
2.2. Explain how the relationship between NHS’s structure and culture can impact on the performance of the operations..........................................................3
2.3. Assume and briefly discuss the factors that might influence the behaviour of NHS employees. Consider the magnitude of the organization and the Event while assuming the factors...............................................................................................4
3 Management approaches....................................................................................5
3.1. Discuss and compare different approaches of management and identify current major trends in management theories for two organisations.......................5
4 Approaches of leadership and motivational theories............................................8
4.1. Distinguish between different approaches to the study of leadership and discuss how relevant are they in current business environment..............................8
4.2. Explain different motivational theories and their application within NHS organisation.............................................................................................................9
4.3. What implications do the motivational theories have for the managers?.....11
5 Group task roles and impact of technology in group members of NHS............12
5.1. Distinguish between group task roles, group building and maintenance roles and individual roles. Give examples for each of these.........................................12
5.2. Describe essential characteristics of a successful work group or team. As a manager explain how you would develop effective team relationships, performance and the influences that threaten success.........................................13
5.3. Discuss the impact of technology on a team functioning within the NHS.....14
6. Conclusion.........................................................................................................15
7. References.........................................................................................................16
Organizational Behavior
1. EXECUTIVE SUMMARY
Organizational behavior is a field of study that investigates the impact of individuals,
groups and structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving an organizations’ effectiveness. OB
specifically focuses on how to improve productivity, reduce abseentism and turnover
and increase employee citizenship and job satisfaction.
Organizational Behavior offers both challenges and opportunities for managers. It
offers specific offers to improve the skills of a manager. OB recognizes the
differences and helps managers in seeing the value of workforce diversity and
practices that may needs to be changed when managing in different locations. It can
further bring an improvement in the quality and employee productivity by showing
managers how to empower their people, design and implement change programs
and help employees to balance work / life conflicts. OB offers managers a guidance
in creating an ethically healthy work climate.
Organizational Behavior
2. ORGANIZATIONAL CULTURE AND STRUCTURE IN NHS
2.1. Suggest and compare how you would explain the concept of
organizational structure and culture.
Organizational structure refers to the arrangement of jobs in an organization. In other
words organizational structure defines how jobs are formally divided, grouped and
coordinated. While designing an organizational structure there are six key element
that have to be kept in mind by every managers which are as follows:
Work specialization – refers to the degree to which tasks in the organization
are subdivided into separate jobs
Departmentalization - refers to the basis by which jobs are grouped together
Chain of command – the unbroken line of authority that extends from the top
level of the organization to the lower level
Span of control – the number of subordinates that a supervisor can handle
efficiently
Centralization and Decentralization – degree to which the authority is
concentrated whether at a central point or by all the organizational members.
Formalization – the degree to which jobs are standardized within an
organization
Organization culture – Organizational culture is a system of shared meaning held by
the members of the organization that differentiates it from other organizations.
There are seven characteristics of organization which are as follows:
Innovation and risk taking – the degree to which employees are encouraged
to take risks and be innovative
Attention to detail – the degree to which employees are expected to exhibit
attention to detail
Outcome orientation – the degree to which management focuses on results
People orientation – the degree to which management decisions take into
consideration the effect of outcomes on the members of the organization.
Team orientation – the degree to which work activities are organized around
team or groups
Aggressiveness – the degree to which people are aggressive and competitive
Organizational Behavior
Stability – the degree to which the organizational activities emphasizes on
maintaining the status quo
The above characteristics exist in a continuum from low to high. The organization
culture is pictured by appraising the organization on the basis of the above
characteristics. (Organizational Behavior – Stephen P. Robbins)
2.2. Explain how the relationship between NHS’s structure and culture can
impact on the performance of the operations.
The National Health Service also known as NHS is the publicly funded healthcare
system in England. The NHS provides healthcare to anyone normally resident in
England or any other part of the United Kingdom with most services free at the point
of use for the patient though there are charges associated with eye tests, dental
care, prescriptions, and many aspects of personal care. The NHS also has a formal
constitution which sets out the legal rights and responsibilities of the NHS, its staff,
and users of the service and makes additional non-binding pledges regarding many
key aspects of its operations. (NHS wikipidea)
Talking about the NHS culture it is made up of hundreds of organization each with
their own management boards and budget systems.
http://www.nhs.uk/NHSEngland/thenhs/about/Pages/nhsstructure.aspx
The diagram above shows that NHS structure is divided into two major parts Primary
care and Secondary care. Primary care is the first point of contact for most people
and is delivered by a wide range of independent contractors, including GPs, dentists,
pharmacists and optometrists.
Organizational Behavior
Secondary care also known as acute healthcare can be either elective care or
emergency care. Elective care means planned specialist medical care or surgery,
usually following referral from a primary or community health professional such as a
GP.
The NHS ways of working and its culture bears too many of the hallmarks of the
1940s.The rest of society has moved on but in NHS the old-fashioned demarcations
between staff, restricted opening and operating times, outdated systems,
unnecessarily complex procedures and a lack of training all combine to create a
culture where the convenience of the patient can come a poor second to the
convenience. (Seminar 3. Professor Robert Dingwall, Professor of Sociology,
University of Nottingham. Points for Discussion)
2.3. Assume and briefly discuss the factors that might influence the
behavior of NHS employees. Consider the magnitude of the organization
and the Event while assuming the factors.
Factors that might influence the behavior of the NHS employees can be divided into
internal and external factors. Internal factors include leadership, organizational
structure and the corporate culture. External factors include family life and other
business relationships.
The NHS structure and culture shows that the employees working there are very
closely knitted. This may have a positive as well as negative impact on the behavior
of the employees working there. Positive impact in the sense the employees may
feel that they are tied together and get motivated and work together for the
attainment of goal. Talking about the negative impact, the old fashioned
demarcations within the staffs may create an inconvenience for the patients.
Similarly, external factors i.e family life and relationship with the outsiders also plays
a major role in influencing the behavior of the staffs working in NHS.
(Internal & External Factors That Influence Employee Behavior | eHow.com
Organizational Behavior
3. MANAGEMENT APPROACHES
3.1. Discuss and compare different approaches of management and identify
current major trends in management theories for two organizations.
Management Approaches
Management approaches have been divided as classical management and
management today. Theories of management before refer to classical
management approaches. Classical management approaches includes the
scientific management and administrative management. Scientific management
focuses on increasing productivity. In other words, it focuses on utilizing the
limited labor force. Frederick W Taylor, ‘father of scientific management’ began
first time and motion studies. He developed the efficiency principles. Then, Lillian
and Frank Gilbreth, a husband and wife engineering team further developed work
measurement methods. They have applied efficiency methods to their home and
12 children. Scientific management deals with the job of individual employees
whereas administrative management deals with the organization as a whole. The
14 principles of management by Henry Fayol and the Bureaucratic theory of
authority structure and relations by Max Weber are the theories under the
Administrative approach. The classical approach laid a foundation for
development of other management approaches or theories. But, the approach is
more appropriate for stable and simple organizations.
In Classical management, employees were viewed as tools rather than as
resources so, behavioral management approach were developed. Human
relations and organizational behavior were given importance. But, this approach
had some demerits i.e. the approach failed to predict complex individual
behavior.
After the II world war, Quantitative management techniques were developed to
assist in decision making, planning and controlling. But, mathematical models
cannot fully account for individual behaviors and attitudes in the organization.
Then, the system approach was developed. A system is an interrelated set of
elements functioning as a whole. According to system approach, an organization
is viewed as a system where there is interdependence of the entities within the
system. System approach is very much relevant in today’s complex work setting.
Organizational Behavior
Classical, Behavioral and Quantitative perspectives are considered as universal
perspectives – “One Best Way” Contingency theory also known as situational
approach tells that appropriate managerial behavior in a given situation depends
upon unique elements in that situation.
Major trends in management theories for two organizations
The owner of a cotton mill Robert Owen is credited with being the forerunner of
the modern Human relations school of management. Robert’s ideas stemmed
from his ownership of a cotton mill in where he developed a strong interest in the
welfare of the 400 to 500 child employees. He started a legislative movement to
limit child employment to those over the age of ten while reducing the workday to
10 1/2 hours. In 1813, a pamphlet, ‘New View of Society’ was published by
Robert, where he described his vision of society. He also became active in
improving living conditions of employees through the implementation of
improvements in housing, sanitation, public works and establishing schools for
the children. He strongly believed that character is a product of circumstances
and that environment and early education is critical in forming good character.
The Toyota Company follows the Toyota Production System (TPS). TPS is an
integrated socio-technical system developed by Toyota that comprises its
management philosophy and practices. The TPS organizes manufacturing and
logistics for the automobile manufacturer, including interaction with suppliers and
customers. TPS’s main objectives are to design out overburden (muri) and
inconsistency (mura), and to eliminate waste (muda). The most significant effects
on process value delivery are achieved by designing a process capable of
delivering the required results smoothly; by designing out "mura" (inconsistency).
It is also crucial to ensure that the process is as flexible as necessary without
stress or "muri" (overburden) since this generates "muda" (waste). Finally the
tactical improvements of waste reduction or the elimination of muda are very
valuable. There are seven kinds of muda that are addressed in the TPS which
are as follows:
over-production
motion (of operator or machine)
waiting (of operator or machine)
Organizational Behavior
conveyance
processing itself
inventory (raw material)
correction (rework and scrap)
The elimination of waste has come to dominate the thinking of many when they
look at the effects of the TPS because it is the most familiar of the three to
implement. In the TPS many initiatives are triggered by inconsistency or
overburden reduction which drives out waste without specific focus on its
reduction. (http://en.wikipedia.org/wiki/Toyota_Production_System)
Organizational Behavior
4. APPROAHES OF LEADERSHIP AND MOTIVATIONAL THEORIES
4.1. Distinguish between different approaches to the study of leadership and
discuss how relevant are they in current business environment.
Leadership is “the process of influencing an organized group toward accomplishing
its goals. “ - Roach and Behling.
Early Leadership Theories:
1. Trait Theories (1920s-30s)
Research focused on identifying personal characteristics that differentiated
leaders from non-leaders.
Research on the leadership by various researchers identified seven traits
associated with successful leadership:
Drive, the desire to lead, honesty and integrity, self-confidence, intelligence,
job-relevant knowledge, and extraversion.
2. Behavioral Theories
University of Iowa Studies (Kurt Lewin) identified three leadership styles:
o Autocratic style
o Democratic style
o Laissez faire style
Ohio State Studies identified two dimensions of leader behavior:
o Initiating structure: the role of the leader in defining his or her role
and the roles of group members
o Consideration: the leader’s mutual trust and respect for group
members’ ideas and feelings
University of Michigan Studies identified leaders exhibited one of the two
dimensions of behavior:
o Production oriented: emphasizing task accomplishment
o Employee oriented: emphasizing personal relationships
Organizational Behavior
Contingency theories of leadership:
1. The Fiedler Model
Proposes that effective group performance depends upon the proper match
between the leader’s style of interacting with followers and the degree to which
the situation allows the leader to control and influence.
Situational factors in matching leader to the situation:
Leader-member relations
Task structure
Position power
2. Hersey and Blanchard’s Situational Leadership Theory (SLT)
Leaders must relinquish control over and contact with followers as they become
more competent.
Creates four specific leadership styles incorporating Fiedler’s two leadership
dimensions:
Results:
Telling: high task-low relationship leadership
Selling: high task-high relationship leadership
Participating: low task-high relationship leadership
Delegating: low task-low relationship leadership
Leadership plays a central part in understanding group behavior. In today’s
organization, there is increased use of team works, so as a leader one should
recognize relevant situational factors i.e. task structure of the job, level of group
support, experience, motivation, attitude e.tc and lead the team towards the goal of
the organization.( Robbins, S. P., Coulter, M.and Vohra, N. (2010). Management.
10th Edition. India: Dorling Kindersley)
4.2. Explain different motivational theories and their application within NHS
organization.
Organizational Behavior
Motivation refers to the influencing the people in or outside the organization to get
the desired task done. Usually the managers are the one who motivates the
employee for achieving the company goal as needed. (Organizational Behavior –
Stephen P. Robbins)
Maslow’s Hierarchy of needs:
Abraham Maslow Need Hierarchy Theory describes that the behavior is
determined by the individual need and the organization should fulfill the lower
needs of the employee first. Maslow has divides the need in 5 categories.
Psychological need
Safety need
Social need
Esteem need
Self actualization need
Theory X and Theory Y:
Douglas McGregor proposed two views of human beings: negative labeled
Theory X and positive labeled Theory Y. According to McGregor, under Theory X,
the assumption that employees dislike work and responsibility so they must be
coerced to perform and under Theory Y, the assumption that employees like to
work and are responsible and these employees must be rewarded.
Two factor theory:
The two factor theory also called motivational hygiene theory was proposed by
Frederick Herzberg. According to Herzberg, there are two factors i.e. Intrinsic
factors are related to job satisfaction whereas Extrinsic factors are related to with
dissatisfaction.
Contemporary theories of leadership includes:
ERG theory:
The Maslow’s theory has been revised and according to the ERG theory there
are three groups of core needs: existence, relatedness and growth.
McClelland’s Theory of needs:
Organizational Behavior
According to McClelland’s theory of needs, achievement, power and affiliation are
three important needs that help explain motivation.
Goal Setting Theory:
The Goal Setting Theory says that specific and difficult goals with feedback lead
to higher performance.
4.3. What implications do the motivational theories have for the managers?
I have presented a number of motivation theories and its application in the above
tasks. As a manager one can follow the given steps while motivating employees in
the organization. The manager should recognize the individual differences i.e.
employees have different needs so the needs of the employees should be treated
differently. This will allow the manager to individualize goals, level of involvement
and rewards to align individual needs. Similarly, as a manager one should make sure
that employees have hard, specific goals as well as feedback on how well they are
faring in pursuit of those goals. Employees should be given a chance to contribute in
number of decision making and rewards should be given to the employees by
equating the inputs they bring to the job.
Organizational Behavior
5. GROUP TASK ROLES AND IMPACT OF TECHNOLOGY IN GROUP
MEMBERS OF NHS
5.1. Distinguish between group task roles, group building and maintenance
roles and individual roles. Give examples for each of these.
Task Roles
Team task roles are those roles that members assume, either consciously or
unconsciously, that move the team forward in accomplishing its tasks and
mission. These roles are of vital importance in good team functioning.(
http://www.teambuildinginc.com/tps/020c3.htm)
Task roles can be divided as following:
Initiator
Information seeker
Opinion seeker
Information giver
Opinion giver
Elaborator
Summarizer
Coordinator-Integrator
Orienter
Disagreer
Evaluator-Critic
Energizer
Procedural Technician
Group building refers the process of developing a group. Group building goes
through five stages which is shown in the figure below:
Organizational Behavior
Maintenance roles provide the ‘oil’ for the machinery. They look after the emotional
life of the group, help make it work, consider the needs of individuals. They open up
the channels of communication.
(http://www.srds.co.uk/cedtraining/handouts/hand37.htm)
Individual roles refer to role that an employee plays as an individual in an
organization. Organizations are made up of individuals who are brought together so
that they are able to achieve the mission. The organization’s structure will determine
how these individuals are brought together and how they relate to one another. The
success of every organization depends upon each individual working together to
achieve the common goal. (http://www.thecqi.org/Knowledge-Hub/Knowledge-
portal/Interactions-of-organisations-and-people/Role-of-the-individual/)
5.2. Describe essential characteristics of a successful work group or team.
As a manager explain how you would develop effective team
relationships, performance and the influences that threaten success.
Essential characteristics of a successful work group or team are as follows:
(http://www.gotobai.com/pdf/The-six-characteristics-of-a-successful-team.pdf)
Mission
Empowerment
Involvement
Willingness to take risk
Unity
Change
Organizational Behavior
A manager must first recognize that work groups are part of an organization and that
factors such as organizations strategy, authority structure, selection procedures and
reward system provides a favorable and unfavorable climate for a group to operate.
So, managers shouldn’t look any group in isolation. Managers should keep in mind
that a group is likely to be productive when the team members have the essential
skills to do the group tasks. Structural factors like norms control group member
behavior by establishing standards of right and wrong. So, managers can explain the
behaviors of the team members if they know the norms.
A number of structural factors such as role perception, status inequities, size of the
group, group task and cohesiveness show a relationship to performance. As a
manager one must ensure that there is a positive relationship between the structural
factors and the performance of the members in a group.
5.3. Discuss the impact of technology on a team functioning within the NHS.
The increasing use of information technology in district health authorities, and the
changing requirements for information, due to the implementation of the
recommendations of the Steering Group on Health Services Information and the joint
NHS/DHSS groups on performance indicators, have caused districts to review the
management mechanisms necessary for organizing and supporting these new
demands. These developments have been so recent that little is known about how
districts are responding. A short questionnaire was sent to all the district health
authorities in England and Wales to identify whether districts were appointing
information officers and the management arrangements being adopted. The
responses show a wide variation in approaches, which indicates the diversity of
interpretations of the likely impact of information technology upon the health
services. (http://jpubhealth.oxfordjournals.org/content/7/3/179.full.pdf+html)
Organizational Behavior
6. CONCLUSION
Organizational behavior being the study of the individuals, groups and structure and
their impact in the organization, for the purpose of applying such knowledge in the
real world was truly helpful. The theoretical knowledge only is not enough for the
management students. So the study of NHS and their culture and the impact in the
organization has given the clear picture about our future work life. The study of
leadership and the motivational theories and their implementation in the organization
led us to the knowledge to how we can show such skills in the organization in future.
Organizational Behavior offers both challenges and opportunities As we have gone
through the trends of the organization behavior and the study of NHS was truly
helpful.
Organizational Behavior
Organizational Behavior
7. REFERENCES
i. www.ehow.com/list_6741291_internal-factors-influence-employee-
behavior.html#ixzz1JgD4Cpl2
ii. www.gotobai.com/pdf/The-six-characteristics-of-a-successful-team.pdf
iii. Internal & External Factors That Influence Employee Behavior | eHow.com
iv. http://jpubhealth.oxfordjournals.org/content/7/3/179.full.pdf+html
v. http://www.nhs.uk/NHSEngland/thenhs/about/Pages/nhsstructure.aspx
vi. Organizational Behavior – Stephen P. Robbins
vii. Robbins, S. P., Coulter, M.and Vohra, N. (2010). Management. 10th Edition.
India: Dorling Kindersley
viii. www.srds.co.uk/cedtraining/handouts/hand37.htm
ix. www.teambuildinginc.com/tps/020c3.htm
x. www.thecqi.org/Knowledge-Hub/Knowledge-portal/Interactions-of-
organisations-and-people/Role-of-the-individual/
xi. Seminar 3 . Professor Robert Dingwall, Professor of Sociology, University of
Nottingham. Points for Discussion
xii. http://en.wikipedia.org/wiki/Toyota_Production_System