Organizational Culture,Organisational Change,Organisational Devolopment
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Transcript of Organisational behaviour is the study of what people … fileAnchors of Organisational behaviour...
![Page 1: Organisational behaviour is the study of what people … fileAnchors of Organisational behaviour knowledge: Systematic research anchor Study organisations using systematic research](https://reader031.fdocuments.net/reader031/viewer/2022022609/5b906eb609d3f252108bd01a/html5/thumbnails/1.jpg)
Organisationalbehaviouristhestudyofwhatpeoplethink,feelanddoinandaroundorganisations.Lookingatemployeebehaviour,decisions,perceptionsandemotionalresponses.Organisationsaregroupsofpeoplewhoworkinterdependentlytowardssomepurpose.
Technologicaldevelopments,consumerexpectations,globalcompetitionandmanyotherfactorshaveunprecedentedpressureonprivate/publicsectorandnot-for-profitorganisationstosurviveandthrive.Thethreemajorchallengesfacingorganisations:
1. Globalisation–economic,socialandculturalconnectivitywithpeopleinotherpartsoftheworld.Itoffersentity’smanybenefitsintermsoflargermarkets,lowercostsandgreateraccesstoknowledgeandinnovation.However,themostimportantissueishowcorporateleadersandemployeesalikecanleadandworkeffectivelyinthisemergingreality.
2. Increasingworkforcediversity–
Surfaceleveldiversity:Theobservabledemographicorphysiologicaldifferencesinpeople,suchastheirrace,ethnicity,gender,ageandphysicaldisabilities.Deep–leveldiversity:differencesinthepsychologicalcharacteristicsofemployees,includingpersonalities,beliefsandvalues.
Diversitypresentsopportunitieslikediverseknowledge,potentiallyimprovingdecisionmakinganddiscoveryofnewopportunities.However,diversityhaslittleornoeffectoninnovationandsomeotherorganisationaloutcomes.Employeesfromdifferentbackgroundstakelongertoperformeffectivelyastheyincurcommunicationproblemsandconflict,thusreducinginformationsharingandmorale.Butdiversityisstillimperative.3. Emergingemploymentrelationships–globalisation+increasingworkforce
diversity+developmentsininformationtechnology(IT).Oneofthemostimportantemploymentissuesoverthepastdecadehasbeendealingwithemployeesunabletohaveawork-lifebalance–creatingworkplacestress.
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AnchorsofOrganisationalbehaviourknowledge:Systematicresearchanchor Studyorganisationsusingsystematicresearch
Multidisciplinaryanchor Importknowledgefromotherdisciplines,notjustcreateitsownknowledge
Contingencyanchor Recognizethattheeffectivenessofanactionmaydependonthesituation
Multiplelevelsofanalysisanchor
UnderstandOBeventsfromthreelevelsofanalysis:individual,team,organisational
Systematicresearchanchor
- SRistheanchorforevidence-basedmanagement(makingdecisionsandtakingactionsbasedonresearchevidence).Oneofthereasonsleadersanddecisionmakersdon’tapplyitisbecausethere’sanoverflowofideasfromreports,articlesandothersources,makingithardtofigureoutwhichonesarebasedonevidence.OBresearchisgeneric,makingithardtofindtheoriesthatarerelevanttotheiruniquesituation.dWaystocreatemoreevidencebasedorganisations:1. Beskepticalofhype–considerthenew,revolutionaryandprovenideas.2. Companiesshouldembracecollectiveexpertiseratherthanrelyonwell-knownstars3. Takeaneutralresponsetowardspopulartrends.Managersoftengetcaughtupin
whattheircompetitorsaredoingwithoutdeterminingwhetheritspracticalorvalid.TheMultidisciplinaryanchor
- Thefieldshouldwelcometheoriesandknowledgeinotherdisciplines,notjustfromitsownisolatedresearchbase.E.g.psychologistshavehelpedusunderstandindividualbehaviorsandsociologistshavecontributedtoourknowledgeofaspectsofthesocialsystemliketeamdynamics.OrganisationshaveanintersectionbetweenOBanddisciplinesthatstudypeople.
TheContingencyanchor
- Peopleandtheirworkenvironmentsarecomplex,OBhasrecognizedaparticularactionhasdifferentconsequences.Whenfacedwithaparticularproblemoropportunity,weneedtounderstandandanalysethesituationandselectthestrategymostappropriate.
Themultiplelevelsofanalysisanchor
OBhasplacedwhatgoesoninanentityinto3levelsofanalysis;individual,teamandorganisation.Butmostvariablesarebestunderstoodbythinkingofthemfromall3levelsofanalysis.E.g.communicationisclassifiedasateam(interpersonal)process,butitalsoincludesindividualandorganisationalpurposes.
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Self-fulfillingprophecy
- Occurswhenourexpectationsaboutanotherpersoncausethatpersontoactinawaythatisconsistentwiththoseexpectations,ourperceptionscaninfluencereality.
- Theprocessbeginswhenthesupervisorformsexpectationsabouttheemployee’sfuturebehaviourandperformance.Theseexpectationsaresometimesinaccurate,becausefirstimpressionsareusuallyformedfromlimitedinformation.
Otherperceptualeffects–Perceptualerrors
3waysofimprovingperceptions1) Becomingawareofsomeone’sexistence,makingyoumoremindfuloftheirthoughts/
actions.2) Becomemoreawareofbiasesinourowndecisions.Self-awarenessisincreased
throughformaltestslikeIATandbyapplyingtheJohariWindow.3) Meaningfulinteraction,peoplewillbelessperceptuallybiasedtowardsoneanother.
Meaningfulinteractionisstrongestwhenpeopleworkcloselyandfrequentlywithrelativelyequalstatusonsharedtasksthatrequirescooperationandrelianceononeanother.
Haloeffect Ourimpressionofaperson,usuallybasedononeprominentcharacteristic,coloursourperceptionoftheirothercharacteristics.
False-consensuseffect Whereweoverestimatetheextenttowhichothershavebeliefsandcharacteristicslikeourown.
Primaryeffect Wherewequicklyformanopinionofpeoplebasedonthefirstinformationwereceiveaboutthem.
Recencyeffect Wherethemostrecentinformationdominatesourperceptionofothers.
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Modelofemotions,attitudesandbehaviourBeliefs:Establishedperceptionsabouttheattitudeobject,whatyoubelievetobetrue.Yourbeliefsareperceivedfactsthatyouacquirefromexperienceandotherformsoflearning.Feelings:representconsciouspositiveornegativeevaluationsoftheattitudeobject.Feelingsarecalculatedfromyourbeliefsabouttheeventandtheassociatedfeelingsaboutthosebeliefs.Howeveryourfeelingscanalsocauseyoutochangeyourbeliefs.Behaviouralintentions:representsyourmotivationtoengageinabehaviourregardingtheobject.Forexample,iftherewasamerger,yourfeelingstowardsthemergermotivatesyourbehaviouralintentionsandwhichactionsyouchoosedependsonyourexperience,personalityandsocialnorms.