Eg. Identify core concepts
Define key terms
Interactions of concepts & terms Interactions of concepts & terms Managerial implications
Example from life
Organisational Behaviour
Organisational Behaviour
Visualised by James Kapron
Ottawa, Canada
Eg.
Overview & Module Interaction
* People as a competitive advantage
Understand motivation theories Apply concepts to solve problems Emphasise work system design
Attend to group behaviour as a knowledge pathway to strengthen competitive advantage The best answers:
•are well-organised and structured
•link concept(s) with explanations of key concepts
•have a brief but effective analysis of contemporary relevance •Bolstered at key points with relevant, contemporary and sensible examples
Mod 1: Introduction
Job Satisfaction
Mod 2: Stress
Mod 3: Motivation
Mod 4: Control
& Reward
Mod 5: Job
Design
Mod 6: Work
Group Dynamics
Mod 7: Influence,
Power, Authority
Mod 8:
Organisational
Design
M d 9
Eg.
Module 1: Introduction & Job Satisfaction
•
SOBC: Stimulus on Organisation gives Behaviour which results in a Consequence
SOBC: Stimulus on Organisation gives Behaviour which results in a Consequence
•
OB: Behaviour & Attitudes of PPL
Mgmt: Process to Achieve
Mgmt
•
√
Technical
(production, work flow)
• HR (jobs skills)
•
Values: Instrumental & Terminal
•
LOC, Intro/Extro, Mach-V, SAN (Nach, Naff, Npow)
PersonalisedSocialised
HR (jobs, skills)
•
√
Conceptual (creative
problem solving)
J Sat
Work clarity, challenge
Org Commitment • Shared Values
Acceptance of
delegated authority
Participation
Indiv contrib:Years in job Expectancy
Organisational Contributors:
J-Sat
R
Promotions
Perceived Equity
$
Intrinsic
• Membership • Effort
g
y
Motivation to
contribute
R
J-Involvement
Mod 5
Mod 3
q y
P ti
Extrinsic
ID
Self-worth
J
o e e t
Perception
R = Reward
Eg.
Module 2: Stress & Well-Being
•
Selye GAS (General Adaptation Syndrome)
Alarm
Resistance
Eustress
Distress
Perception
Manage via wellness programme
Resistance
(Adaptation, Inertia)
Exhaustion
Cope
Overloads:
Job
Role
J-Exp
LOC
Type A
Physical
Work (Temporary)
Env
Job Hindrance
Stress
Econ, Polit, Techn
O
Psychological
-sleep, J Sat -depression
l
Indiv
Task demandsRole demands
Interpersonal demands Org Structure
Org Leadership
-memory loss
Behavioural
-Production -Attendance -Accidents
Fam $
Org Lifecycle
Fam, $
Eg.
Module 3: Motivation
Sat Self-Efficacy
Role ambiguity Job Design
(Mod 5) Neut
Dis
Herzberg
LOC NAch Self-Esteem Self-Efficacy
Indiv O
Role ambiguity Role conflict PA (Mod 4) R (Mod 4)
J-Design (Mod 5) (Mod 5)
Content
Maslow
Need
Effort
Ability
Mod
Reward Self Esteem
Motivation
Process
Effort
Behaviour Performance
Expectancy
1st Level Outcome
2nd Level Outcome
4
Reward
Instrumentality
2
Env
Valence Rewards
Equity
$$
1 6 BMOD Contingency Schedules
4
3 5
Entitled Sensitive Benevolent
Consequences
X
Good? Y Get Something? +ve
N
Y N
Benevolent
Get Something?
Punishment
Extinction
-ve
Y
N Interval Ratio √
Eg.
Module 4: Reward & Control
Extrinsic Group-based Rewards
• Intrinsic Reward System: PA
Prerequisites: -Profitable -Stable
SDTs operational -Gain-sharing (May even work in bad times)
-Scanlon (Labour costs, Committees) -Rucker (Sales income minus prod’n & delivery cost)
-Line of sight, VALUE ADDED, Low on hierarchy
Profit sharing (Only works in good times: -SDTs operational -Co. not for sale -Outsourcing completed -Market-based customer satisfaction measurements -Profit-sharing (Only works in good times:
price increases or market share)
Profits: repair your own work instead of earning the bonus, supervisor merit, cost-saving suggestions
PA Methods: Direct Indirect
R
Non-FinancialPhone, partyJets
Intrinsic Extrinsic Absolute Standards,
Graphic Scales BARS, MBO
MBO:
Indirect (non-performance
unless you make it so!)
Distribution:
Power, Performance, Equality Seniority, Effort
Ppl, work, tech linked to STRATEGY;
Plan Goals, Analyse Job
C
Stereotype Halo Recency
Café
Lump $ $
Content, SMART, Agree, Informal, Formal
Halo, Recency Central tendency
Strict/lenient Similarity, Force
Open
Eg.
Module 5: Job Design & Reactions to Work
Setbacks:
Scientific Management Setbacks:
Global competition Cutbacks
Ignoring employees Resistance
Ve
r
«
E
Choic
e Autonomy Responsibility
Critical Growth Need
Strength
JCM
Externally induced change (Mod 9)
SDTs
:
•8-20ppl, the right ppl
•Plan whole task
T
+ i di
it
$
rtical: Depth
E
nrichment
»
e of
procedure
s
Feedback Social Aspects
Skill Variety Task ID Task Significance Meaningfulness Knowledge States
•Team + indiv merit pay $
•Responsibility for quality and
quantity of discrete work unit
MGR facilitate SDTs Interaction:
s
Horizontal: Range “Enlargement”
Rotation, cross training Wea e tasks together
Skill Variety Task ID Task Significance (A-Z)
Job Content: Perception B4 Performance! To Deepen:
1 Feedback Critical
MGR facilitate SDTs Interaction: •Create
•Coach
•Believe in them
•Participation is a core value! •Teach problem solving
Participation
•Acceptance of delegated authority
•Motivation to contribute
MOD 1
Weave tasks together
1. Feedback 2. $ 4 Training 3. Schedule own work 4. Personalise 5. Control resources 6. Delegate authority
Critical
States
Teach problem solving
•Bonus 4 team + indiv •Psychological Involvement
Limits to Empowerment/Engagement: •High entry barriers •Loyal customers 7. Permit socialising
Sustain via Plan and Do
•Strategy not linked to participation •Low GNS or Unionised
•Patent protection
Eg.
Module 5: Team Approach to Job Design
Scientific management
Human Needs
Tavistock•
Scientific management
– Task specialisation
•
Human Needs
– Coordination
– Growth
Basis
of Autonomous Work Team
•Whole significant task
STS
TavistockSocio-Technical SystemsWhole, significant task
•Cross-training †
•Select methods, schedules, new members
•Team + individual merit pay $
Principles
:
•8-20ppl
•Work Area Training only
T
+ i di
it
$
•Team + indiv merit pay $
•Responsibility for quality and
quantity of discrete work unit
Self-Directed Team
Outcomes
•High performance norms
•Conflict made useful
Thi i
h t it’
ll b t!
N
Conflict made useful
•Satisfy interpersonal relations
•Integrate technical work into social structure
This is what it’s all about!
M ti ti
Stage 4 Collaboration
CORE
Mod 6Empower ment
Particip ation
Motivation
For
Autonomy
Relevance of
Participation
Motivation
To
Contribute
Acceptance
Of
Authority
Linked to R
ment ation
Eg.
Module 6: Workgroup Dynamics & Problem Solving
STS
Downsizing Project Team: short-lived, volunteer,
f f
Performing
SDTs
Upheaval DownsizingO Design (LADS) Reorganisation
Norming Storming
9) Forming l b
Mod 8 Team Development
(Tuckman)
quick selection, swift follow-up to mgmt
B uilding (Mod 9 Str Urgency O roles Stable Hierarchy P P P Trust/collaboration only by leader only by leader only by leader by all Str Expect a History Detecting process losses! Size Cohesion Behaviour Composition Disturbances Effort Mgr SDT Interpersonal attraction T-B Norms Membership stability New member socialisation
ations sto y (HOME) Mod 9 Status 1 P e process losses! 3 O GeneityHetero Mgr R Comply Conform Leadership Style (Mod 7) SDT Change Asymm Dev Homo
Accept delegated authority
Psychological Readiness Leadership Critic Hete r Goo d Clear,+ve Feedback erformance O Alignment Motivation Experience Resources Valid Achievable Valuable
Goals
Self-worthAccept delegated authority Motivation to contribute R J-Involvement Mod 5&1 ID Int: Invulnerable Leadership Trait: Replace leader Process: Train or develop
leader
al Thinker
Role
roge
neity
d info flow outside
2 Mod 7 Cohesiveness Rationalise Mindguard Inherent morality Ext: Self-censorship Illusion of unanimity
Slag opposition P
Str = Maintenance= Structure
Eg.
Module 6: Workgroup Dynamics & Problem Solving
Coord
Team worker Managing Groups
Group Roles Ppl ppl
Finish
Team worker
Plant Resource
g g p
Tasks (initiating struct) • Technical
th d
Maintenance (consideration) • Emotional
satisfaction (Behavioural Leadership Mod 7)
Action
Monitor Finish
Implement
Shape Specialist
Trust
N G T
• methods • schedules
• quality assessment
• satisfaction • well-being • cohesiveness
Chi f N
Clarity Timed Recorded No evaluation
N G T
Clarify Clear aims
Ideas Evaluation
Chief Norms: • Creativity
• Problem solving
R
Reproduce
Distribute Isolated
Ppl Dominance
Self-censor Unclear aimsN
Comment Compile
Consensus Idea
Hindrances Complacency No balance
Timidity Status R
o V
alidation
Eg.
Module 6: Workgroup Dynamics & Problem Solving
Intergroup Collab-orating Normative Decisions: Use the best method
Intergroup
I D
ASCII A t/Q l/Ti i Freq/Qual « Interdependence»
Ve
rtic
al
when to involve the group (Vroom, Yetton, Jago)
OR: need Quality, A1 Sole Decision
Information exchange Integration Inter-de pen den ce orating ASCII Amt/Qual/Timing
∫dx
Collab/Unify l Coordination ( Security U Process Control (Mod 8) Subordinate commitment, Info unavailable N YA2 (seek info)
requirements Uncertainty Distinct
Groups
(Mod 8) Urgency
Task Force ≡ Liaison
Decouple Rules
(Mod 8) C1 (explain)
C2 (explain) G2
(communal)
Important unstructured problems
A = Alone C = Collaborate G = Group
R Equity Laggards: Effort Equity 1 2 3 Shrug p p Managing Conflict
Collaboration
/ Fear∫(all needs)dx
Why compr
o
don’t want t
o Opponent h a mutually exc avoid hards h expediency . 2 4 g Responsibility Coord Complexity BMOD Compromising (win/win) Avoidance ccomodating (you win)
Forcing (I win)
risis opular
omise? Goals
im
o be more
asse
as equal powe
r lusive goals. C hip. T ime press Collaboration f a
Solutions: Best Tasks
360° review
R +
Avoidance (no one wins)
A
c
$
↓
Cr UnpoEg.
Module 7: Power & Leadership
Authority (Ri ht) Influence
Init Str Consideration
P&L Pervades OB
X
(Right) Influence
(Process) Zone of
Indifference (Acceptance)
Resistance Charisma
SC
Logic
Persistance Empower Self control
Tr
ait Behavioural
Situational
↓
Power (ability to alter without being altered)
Personal
O
(positional) RCoercion Legitimate Referent Expert
↑
Position Power Low LPC High
Task Relation
Fiedler’s Contingency: Effectiveness = f (behaviour, situation favourableness)
Expert
Conditions
Scarcity
Techniques Insurgency
Gain via
Resistance from
PC (Mod 9) Quality of
Relations (60%) Task Str (30%)
Power Task Relation
High Low
1 2 3 4 5 6 7 8 FAVOURABLENESS
House’s Path-Goal (Expectancy)
Ability Participative (prob solv) •Scarcity
• Absence of substitutes •Centrality •Uncertainty
• Insurgency • Whistle Blowing • Coalititions
• / & conquer With hold info
Npow Mod 1
Ability + NAch
Achievement-oriented (delegate)
Directive (plan, instruct)
Supportive (empathy)
Clarity
Challenge
R
m
ent
w
Political Results
Unacceptable Acceptable
Approved Productive work Whistle blowing Means and Ends:
Manage
m
Vi
ew Approved Productive work Whistle-blowing
Disapproved Degrading
a co-worker Ignoring SOPs for
Eg.
Module 7: Power and Leadership (Fiedler’s Contingency Theory in depth)
LPC T OL
R OL
P&L Pervades OB
LPC: T-OL or R-OL
SF: Situation favourableness
Position Power Strong Position Power Strong
Tr
a
Behavioural (Ohio State)
Initiating Structure Consideration
S
tructured
SF
Mod
SF
Mod
V
SF
Hi
SF
Hi
I
T-OL
ait
Pendulum of Situation
Change gthen the ng with g-term view
Structure
S
Position Power Weak Position Power Weak
Mod
VI
Hi
II
erlap
R-OL
LPC
Task Relation Task
High Low
FAVOURABLENESS
Change
Len
g
stri
n
lon
g
Ta
sk
tured
Position Power Strong Position Power Strong
SF
SF
Low
VII
SF
SF
Mod
III
Ov
e
T-OL
FAVOURABLENESS Stable Crisis
Low LPC (T-OL) people respond more quickly & with greater behavioural complexity to task-originating cues. Vice versa for High LPC (R-OL).
Unstruc
t
Position Power Weak Position Power Weak
SF
Low
VIII
VII
SF
Mod
IV
III
R-OL
LPC correlates with work dimensions and interplay among individuals in work situations. LPC does not affect group performance depending on situational favourableness
Quality of Relations
Poor Good
depending on situational favourableness
Eg.
Module 7: Power & Leadership
Entrepreneur: $ via Risk
P&L Pervades OB
$ via Risk
Idea Champ Sponsor Godfather
G H
Green House Intrapreneur
Interpersonal Leader
Chief Interpersonal Mintzberg1973 Chief
Liaison
Informational Decisional
Crisis M di ti
Role analysis & sequence
1973
Monitor Distribute Advocate Create
Crisis
BudgetMediation
Power ∞ Group ∞
Effectiveness
Mod 6 Mod 8
O Effectiveness
Leadership Neutralisers -expertise
Leadership Substitutes
t k & b di t T-OL
Person
Firm
Mod 6 Mod 8 -task & subordinate
characteristics -decision making
Neutralisers
Eg.
Module 8: Org Design & Service Driven Org
O Design
L b di i i Link subunits f i t t Boundaryless Firm
-Labour division -Authority delegation -Departmentalisation
-Functional -Territorial -Product Mechanisti c Organic V : Decision cycle time Supervise SOPs SO Outputs PA LIMS for consistent output Mgr contact Liaison Permanent grp Task force Task Authority Political Accounting Value-added 2 Views of Costs Knowledge trumps hierarchy
R 4↓decision
Product -Matrix -Span of control Sys 1(X) Sys 4(Y)
c
H: Workflow CO-ORDINATION:
Reduce uncertainty
CONTROL: Predetermined limits
Process Ext (defects) O Structure
Political
Identity Knowledge Xfer for
customer benefit R 4 ↓ decision cycle time
C i l R i
Decentralis
e
Centralise Decentralis
e
Rest of
Process – Ext (defects) – Int (SDTs) Results – MbO linked to strategy:
1 Goals
O Structure Conventional
Divisional Structure V&H Control Forced onto design
Responsive Simplify/delayer Wide span of control
Empowerment Team-based work
-Outsourcing -Inter O
C l t
e e
Marketing Legal Rest of
The Firm 2a Empl:
set methods
2b Mgr: give resources
3 Evaluate •WeaknessesProcess losses Intended
Strategic Outcomes Opportunities to protect market segments Threats Superior Products -Conglomerate -Strat. alliance -Strat. Bus. units
Off-shoring 3 Evaluate 4 Rewards Control Short cuts Paperwork Punishment overload •Strengths Employees Flexible Resourceful Committed Process losses Realised Core Competencies Excellent Service overload Keiretsu profit
World market price
Eg.
Module 8: Org Design & Service Driven Org
Competitive Advantage CUST
Factory Product Manager Tech Support Front
Line Ppl Participation Customer Translate
Tech to Fn’al Disturbance
Competitive Advantage CUST.
FRIENDLY SYSTEMS
Coord with Fn’al Mgr
s
↓
?
Roles CUST BUSINESS MODEL
1. Point of Use 2. No Supervision 3. Labour Intensive 4. Tough to Measure 5. Cust. Participationp Svc prodn
efficiency
Cost, freq & complexity of customer interactions
pportunities
Service Principles 1) Classify Svcs
Outcome: Generic Routine Unique
Driven by Svc
1) Audit
interactions
Uncertainty & Skills Required
Sales O
p
Training: Low Medium High
Strategy ≡ Svc Offerings ∞ Skills 2) Organise Svc (CAS)
1) Audit
(Customer Allegiance Score)
3) $ Cust Empl
X
2) O Svc Strategy Customer
Allegiance
Cost
3) E Hi f S i d t t i R
3) $ ∞Loyalty ∞Moralep
X
4) Svc Improvement Programme + BMOD
Allegiance Score
Eg.
Module 9: Managing Culture, Transitions & Change
O Culture: Beliefs & Values Understood by Employees Shared Expectations O Culture: Beliefs & Values Understood by Employees, Shared Expectations
Mfg OLD Purpose
Svc NEW (2)
Merger (1)
Fit
Contributors: • Strength • Adaptability Culture
Philosophy Tradition
Culture Strategy Success
X
(3) Politics ↓
CEO
Socialisation (transmission mechanism) Respect
M d 7 Approachable role models
Open to improvement from ppl Strong
Adaptive
Culture
Goals
Financial (ROI)
Strategic (market share)
Makes a cohesive organisation Social
Mod 7
History
Exchange
Makes a cohesive organisation Shared values → Customer service Collaboration →process innovation
(employees & team members)
Coordination→reduced cycle time Change
Shifting
O Change
Fashion Advertising
Regulatory Agencies
Interest Groups
Computers Telecom
History
Oneness
Membership
Exchange
Coordination reduced cycle time(empl, suppliers, distributors, customers)
Startup Rapid Growth
Steady Growth
Consolidation & Decline O Lifecycle
Job Design Support ppl
E
nvironmenta
l C
table
Firm
Legal Svcs Govt
Utilities g
Suppliers Customers
Competitors Control systems (PA)
Intrapreneur (Mod 7)
Formalised, complex, differentiated → → Environmental Complexity
E
Simple Complex
Eg.
Module 9: Managing Culture, Transitions & Change
O Development Planned Change (a process):
Holistic System-wide
Strategies Structures Processes Reinforcement
Development
Competitive Advantage Science
-Holistic -Detailed -Integrated -Wide spread
-Driven by data & measurement
Jick: Track Changes
+ Theory Y
=
δ
Trust
Respect
Authority (delegate)
Ppl change
T-group T-Building
1 Create dissatisfaction 2 ID process losses “Emo”
1 Create frustration 2 Vent
Maslow’s
Higher Thrive Change
Authority (delegate)
Communicate
Goals Strategy
Introduce New Technology
Redesign O
System-wide Process δ Steering Cmtee
1 Survey (Validity –
Grid OD Concern for Ppl &
1) Communicate
• Diagnose 2) Set Goals• ID top goals
Strategy Technology O
Induced Change Externally
1 Survey (Validity removes “Emo”) 2 Action Plan 3 Eval Diagnose
• Introduce groups • Intergroup
9,9 Team Mgmt 1,9Country
Club
• ID top goals • Plan to close gap • Measure &
critique process
Redesign Jobs
Retention
Programme BMOD via R
Internally Ppl
9,1 Authority-Obedience “Sci-Mgmt” 1,1 Impoverished
5,5 O Man
Mgmt •Time commitment
•One size fits all
Jobs Programme
Eg.
Module 9: Managing Culture, Transitions & Change
•Holistic
E t
C
Prerequisites:
Lewin Dailey
I t
l l
d ti it
JCM/PA f
b h i
Unfreeze
•Expert •Vision
•Behavioural science •Well-managed
Competitive
Advantage
qRecognise need (dissatisfied) Vision (CEO)
Well-managed process • Diagnosis
• Resistance
• Select method
Internal: low productivity
External: competition
JCM/PA for behaviour
OD/Strategy
PC
ChangeR f (action plan)
• Carry over •Evaluate
• Institutionalise Address unrealistic expectations Re-freeze
Institutionalise • Diffuse
Evaluation
Beware of Crises!
Grid OD Customer
measures (CAS)
Steering Committee
Action Plan (Measures)
Anecdotal (attitudes)
Knowledge & Skills
Depth
T-Building
System-wide (Surveys)
Firm measures -Productivity -Failure rate
Quality of PC -Cost -Time
(Measures) & Skills
OTJ Problem-Solving Skills
Personal Process O
T-Group
g
Failure rate -Costs -Absenteeism -Decision cycle time
-Process satisfaction
Eg.
Organisational Behaviour Visualised by James Kapron Visualised by James Kapron
Ottawa, Canada
while studying at Edinburgh Business School Donate & Share™
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