Course Notes – GBS 630 Organisational Behaviour
Lecture 1 : The Nature of Organizational Behaviour
- What is the meaning of Organisation Behaviour ?
Organisational Behaviour is concerned with the study of the behaviour of people within an organisational setting
- Organisational Behaviour Involves Understanding, Prediction and Control of Human Behaviour at he workplace
- Common Definitions:
Organisational Behaviour is the study and understanding of individual and group behaviour and patterns of structure in order to help improve organisational performance and effectiveness.
- What is the Relationship between Organisational Behaviour and Management ?
•Organisational Behaviour does not encompass the whole of Management
•Organisational behaviour provides a behaviour approach to management
•This subject discusses the applications of Organisational Behaviour and effective management of people at work
- Management is about changing behaviour and making things happen. It is about developing people, working with them, reaching objectives and achieving results.
- How do we define an Organisation ?
An organisation is a social unit that is structured and managed to meet a need or to pursue collective goals.
All organisations have management structure that determines relationships between the different activities and the members and subdivides and assigns roles, responsibilities and authority to carry out different tasks. Organisations are open systems – they affect and are affected by their environment.
- How relevant is Theory to Organisational Behaviour ;:-
- Most rational decision decisions are based on Theory
- Theory contains a message on how managers might behave
- Theory is not something not unique to academics, but something we all work with in arriving at our attitudes, beliefs and decisions as managers.
- What are the Main Features of Organisational Behaviour
•The Nature and purpose of the Organisation
•The Human Element and behaviour of people
•Business Strategy, organisational processes and execution of work
•The Process of management as an integrating and coordinating activity
•Social Responsibilities and business ethics
•The external environment of which the organisation is part
•The need for organisation success and survival
- What are the main factors that Influence Behaviour
(a)The Individual - Organisations are made up of individuals. When the needs of the individual and the Demands of the organisation are incompatible, this can result into conflict.
(b)Group - Groups exist in all organisations and are essential to their working and performance.The organisation comprises of groups of people and almost everyone in an organisation will be a member of one or more groups. Group pressures can have a major influence over the behaviour and performance of individual Members.
(c)The Organisation - Individual and groups interact within the structure of an organisation. Structure is created to establish relationships between individuals and groups. It is through the formal structure that people carry out their organisational activities to achieves their aims and objectives.
(d)The Environment - The Organisation functions as part of the broader external environment of which it is a part. The environment affects the organisation through internalisation, technological and scientific development, economic activity, social and cultural influences and government actions. Increasing globalisation means organisations must respond to different to external demands placed upon it.
- What are the Different Approaches to understanding Human Behaviour in Organisations.
- Organisational Behaviour is looked at from a multidisciplinary , behavioural science perspective. The study of behaviour can viewed in terms of three main disciplines, namely
(a)Psychology: Psychologists are concerned with the study of human behaviour, with traits of the individual and membership of small social groups.
The main focus of attention is on the individual, as a whole person, or what can be termed the personality system, and this includes perception, attitudes and motives.
(b)Sociology : Sociologists study social behaviour, relationships among social groups and societies and the maintenance or order. The main focus of attention is the analysis of social structures and positions in those structures. For example the relationship between leaders and followers
(c)Anthropology: - Anthropologists are concerned with the science of human kind and the study of human behaviour as a whole. The main focus of Anthropology on the cultural system, the beliefs, customs, ideas and values within a group or society. For example the importance to Muslim women of wearing trousers to work.
- Define and discuss a Psychological Contract.
- The Psychological Contract is not necessarily a written document, but a set of mutual expectations and satisfaction of needs arising from the people-organisation relationship
- What are an Individual’s Expectations of the Organisation
- What are an Organisations Expectations of the Individual
- What are the implications of a psychological contract on strategy in an organisation ? The psychological contract may have implications for organisational strategy in a number of areas, namely
- Process fairness
- Communications
- Management Style
- Managing Expectations
- Measuring Employee Attitudes
- What is the Changing Nature of the Psychological Contract ?
- Discussion on Parkinsons Law ?
- What is the People-Organisation Relationship ?
- The Majority of People come to work with a view of being eager to do a good job and desirious of performing well and to the best of their ability;
- People generally respond in the manner in which they are treated;
- Many problems in the people-organisation relationship arise from the manner of implementation and that is the root cause of staff unrest and dissatisfaction.
- How can Management create/provide the right balance
- People and organisations need each other
- Management is integral part of this relationship
- Management should endeavour to create the right balance between the interrelated elements that make up the total organisation
- Consideration must be given to developing an organisational climate in which people work willingly and effectively
- What are the new approaches to management and organisational behaviour ?
- How does Globalisation and the international context impact on organisational behaviour ? What is the business definition of Globalisation ? What is the future of Globalisation.
- What are the new emerging global trends in organisational Behaviour?
Further Reading:
1.Macgraw and Hill on Organisational Behaviour
2. Burrell G and Morgan G (1979) Sociological Paradigms and Organisational Analysis” Elements of the Sociology or Corporate Life
Mills A J and Murgatroyd S J (1991) Organisational Rules, Milton Keynes, Open University Press
Morgan G (2006), Image of Organisation (new edn) Thousand Oaks, CA
Needle D (2010) Business in Context: An Introduction to Business and its Environment. Andover
Lecture 2 : Individual Differences and Diversity
- What are the main features of Individual Differences and Diversity .
Individual differences can foster creativity, enjoyment and satisfaction
Our unique bundle of different attributes and characteristics shapes our values and what we plan to give and what we expect to receive from working.
People are not homogenous and individual differences are the basis of diversity
- How do we Recognise Individuality ?
Managing Relationships at Work
The effective management of people requires not only an understanding of individual employees but also recognition of the culture of the organisation.
Managers are required to be competent at selecting the individuals who will be valuable to the organisation
- Discussion on the many ways in which Individuals Differ ?
- What is the definition of Personality ?
Personality may be viewed as consisting of stable characteristics that explain why a person behaves in a particular way.
A person who is independent may show that characteristic by displaying a strong sense of self sufficiency
Some individuals may exaggerate or suppress certain personality traits.
- What is a trait ?
A distinguishing feature, as of a person's character
A distinguishing characteristic or quality, especially of one's personal nature
Component of a person's behavior that is assumed to serve as an explanation of his or her enduring personal characteristics
- What are the five main Traits & Characteristics of an Effective Organization:
(i) Corporate Responsibility
(ii)Clear Direction
(iii)Open Communication
(iv)Member Empowerment
(v)Teamwork
- What are the main Fundamental Traits of Organizational Effectiveness ?
(a)Everyone has a good idea of the decision and actions for which he or she is responsible.
(b)Important information about the competitive environment gets to headquarters quickly.
(c)Once made, decisions are rarely second-guessed
(d)Information flows freely across organizational boundaries.
(e)Field and line employees usually have the information they need to understand the bottom-line impact of their day-to-day choices.
- The two approaches in Personality Studies are :
The Nomothetic Approach – is a measurable and specific perspective that looks at identification of traits and personality as a collection of characteristics
The Idiographic Approach – is a holistic and dynamic perspective which insists that managers take into account a whole understanding of the individual at work.
- What is your understanding of Eysenck Type Personality Test and the Eysenck’s Personality Dimensions.
- What are the Idiographic Theoretical Approches ?
Idiographic approaches emphasise the development of the individual and of individual’s view of themselves – their self concept.
Supporters of idiographic approaches are critical of he nomothetic approach that attempts to categorise individuals on the basis of group data.
- Erikson’s Eight Stages of Personality Development. What are the main features of these stages ?
- In which situations can Personality theories be applied at the work place? The following are some examples: -
Recruitment and Selection
Personal Development and Team-working
Personality and Social Expectations
- Emotions at Work: How do Emotions Affect Attitudes and Behaviors at Work ?
Emotions shape an individual's belief about the value of a job, a company, or a team. Emotions also affect behaviors at work. Research shows that individuals within your own inner circle are better able to recognize and understand your emotions.
- What is the connection between emotions, attitudes, and behaviors at work?
This connection may be explained using a theory named Affective Events Theory (AET)Affective Events Theory (AET)A theory that explores how events on the job cause different kinds of people to feel different emotions..
- What are the six major kinds of emotions in the workplace:
These are anger, fear, joy, love, sadness, and surprise. Theory argues that specific events on the job cause different kinds of people to feel different emotions. These emotions, in turn, inspire actions that can benefit or impede others at work
- What is Emotional Labour:
Definition: Emotional labor is the regulation of feelings and expressions for organizational purposes. refers to the regulation of feelings and expressions for organizational purposes.
- Types of emotional Labour:
(a)Surface Acting - Behavior requiring individuals to exhibit physical signs, such as smiles, that reflect emotions they don't feel. requires an individual to exhibit physical signs, such as smiling, that reflect emotions customers want to experience.
(b)Deep Acting - Behavior requiring an individual to pretend to experience emotions they don't feel. takes surface acting one step further. This time, instead of faking an emotion that a customer may want to see, an employee will actively try to experience the emotion they are displaying.
(c)Geninue Acting - Behavior requiring an individual to display emotions aligned with their own. occurs when individuals are asked to display emotions that are aligned with their own. If a job requires genuine acting, less emotional labor is required because the actions are consistent with true feelings.
- What is Stress and how should it be managed at the Work Place ?
- What is Emotional, Intelligence and how does Emotional Intelligence assist in the management of workers ?
- What is diversity and what are the main features of the business case for diversity ?
Further Reading:
- Boyatzis R, Goleman D and Mckee A (2002), Primal Leadership: Realizing the power of Emotional Intelligence, Boston MA, Harvard University Business Press
- James L R and Mazerole M D (2002) Personality in Work Organisations, London, Sage
Lecture 5 : Work Motivation and Job Satisfaction
- What is the meaning of Motivation
The Study of Motivation is concerned with why people behave in a certain way.
The basic question is “ Why do peöple do what they do”
- What are the Four Common Characteristics that define Motivation
2.1.Motivation as an Individual Phenomena
Every person is unique and all the major theories of motivation allow for uniqueness to be demonstrated in one way or another.
2.2.Motivation is described as being Intentional
Motivation is assumed to be under the Workers Control and behaviours that are influenced by motivation such as effort expended as seen as choices of action.
2.3Motivation is Multifaced
The two factors of importance are:
- What gets people activated
- The force of an individual to engage in a desired behaviour
2.4.The purpose of motivational theories is to predict behaviour
Motivation is not the behaviour itself an it is not performance .
Motivation concerns itself with action and the internal and external forces which influence a person’s choice of action
- What are the Needs and Expectations at Work
3.1. Extrinsic Motivation
This is related to tangible rewards such as:
- Salary and Fringe Benefits; Security; Promotion; Contract of Service
- Work Environment and Conditions of Service.
3.2. Intrinsic Motivation
These are related to the psychological rewards such as:-
- the opportunity to use one’s ability
- sense of challenge and achievement
- receiving appreciation
- positive recognition
- being treated in a caring and considerate manner
- Theories of Motivation
Motivational theories can be divided into two categories, content and process theories:
4.1. Content Theories
Content theories assume that all individuals possess the same set of needs and therefore prescribe the characteristics that ought to be present in jobs.
Maslow (1954) outlined the most influential of content theories. He suggested a hierarchy of needs up which progress.
Once individuals have satisfied one need in the hierarchy, it ceases to motivate their behaviour and they are motivated by the need at the next level up the hierarchy.
1. Physiological needs such as hunger and thirst are the first level on the hierarchy.
2. Security needs such as shelter and protection are the next level
- Social needs such as need for satisfactory and supportive relationships are the next level.
4. From these needs, the individual can move up the hierarchy to higher order needs. Self –esteem needs for recognition and a belief in oneself is the next level.
5. Finally, the progression leads to the need to realize one’s full potential, which is termed self – actualization. Only a small proportion of the population achieves this level
This theory was not intended as an explanation of motivation in the workplace;However, many managerial theorists have enthusiastically adopted it. The theory suggests that employees will always tend to want more from their employers.
When they have satisfied their subsistence needs, they strive to fulfil security needs. When jobs are secure they will seek ways of satisfying social needs and if successful will seek the means to the ultimate end of self – actualization
4.1.1 Alderfer (1972) suggests that individual needs can be divided into three groups:
- Existence needs, which include nutritional and material requirements (at work thiswould include pay and conditions.)
- Relatedness needs, which are met through relationships with family and friends and atwork with colleagues.
- Growth needs, which reflect a desire for personal psychological developments
Alderfer argued that it was better to think in terms of a continuum rather than a hierarchy;
from concrete existence needs to least concrete growth needs and argued that you could move along this in either direction
Maslow argued that when satisfied a need becomes less important to an individual,but Alderfer argues that relatedness or growth
needs become more important when satisfied. This means that team - working arrangements can continue to motivate employees and are not necessarily superseded by growth needs.
4.1.2 Mumford (1976) argues that workers have
1. Knowledge needs, work that utilizes their knowledge and skills.
2. Psychological needs, such as recognition, responsibility, status and advancement.
3. Task needs, which include the need for meaningful work and some degree of autonomy.
4. Moral needs, to be treated in the way that employers would themselves wish to be treated
Mumford’s assumption was that employees did not simply see their job as a means to an end by had needs which related to the nature of their work.
4.2. Process Theories
Process theories stress the difference in people’s needs and focus on the cognitive processes that create these differences.
Equity theory assumes that one important cognitive process involves people looking around and observing what effort other people are putting into their work and what rewards follow them.
Valence, instrumentality and expectancy (VIE) theory had resulted from Vroom’s (1964) work into motivation. His argument was that crucial to motivation at work was the perception of a link between effort and reward.
- Herzberg Two Factor Theory
Hertzberg (1959) presented a two – factor theory, which looks at motivators and hygienes and proposed that job satisfaction and dissatisfaction appeared to be caused by two sets of different factors.
The presence of motivators in the workplace caused enduring states of motivation in employees but their absence did not lead to dissatisfaction.
Hygiene on the other hand produced an acceptable working environment but did not increase satisfaction – their absence did however cause job dissatisfaction
- Discuss the main features of the Two Factor Theory
- Goal Theory
The basic premise of goal theory is that people’s goals and intentions play an important part in determining behaviour.
7.1. Theory of Goal Setting
Locke (1968) offers the theory of goal – setting as a means of motivation. Here goals direct effort and provide guidelines for deciding how much effort to put into each activity when there are multiple goals. Participation in goal – setting increases the individual's sense of control and fairness in the process.
- Discussion of the Five Contractual areas relating to Job Satisfaction.
- Managers need to pay attention to four main aspects of their subordinate’s perceptions
(a)Focus on the crucial expectancy values (the link between effort and their performance.)