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Lecture 1 ORGANIZATIONAL BEHAVIOUR TODAY

Lecture 1 ORGANIZATIONAL BEHAVIOUR TODAY. ORGANIZATIONAL BEHAVIOUR INVOLVES TWO DISTINCT FEATURES: Interdisciplinary Explanatory. Most jobs contain a technical and people oriented dimension Career development is a competitive process involving Colleagues and selective processes

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Lecture 1 ORGANIZATIONAL BEHAVIOUR TODAY

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  1. Lecture 1 ORGANIZATIONAL BEHAVIOUR TODAY

  2. ORGANIZATIONAL BEHAVIOUR INVOLVES TWO DISTINCT FEATURES: Interdisciplinary Explanatory

  3. Most jobs contain a technical and people oriented dimension Career development is a competitive process involving Colleagues and selective processes Organizational change is ever present Organizations are complex, dynamic places WHY STUDY ORGANIZATIONAL BEHAVIOUR?

  4. Get involved Consider all the organizations that you have been involved with Think about all of the jobs that you have done Think about the movies , books and games that involve jobs Integrate all your experience and reading about organizations HOW TO STUDY ORGANIZATIONAL BEHAVIOUR

  5. Level of research can be: Individual Group Managerial Organizational Societal RESEARCH AND ORGANIZATIONAL BEHAVIOUR

  6. A FIRST LOOK AT ORGANIZATIONS

  7. DEFINITIONS OF AN ORGANIZATION: A. “Organizations are collections of people working together in a co-ordinated and structured fashion to achieve one or more goals” - Barney & Griffin (1992, p.5) B. “Organizations are “consciously created arrangements to achieve goals by collective means” - Thompson & McHugh (1995, p.3) C. “Organization: a social arrangements for achieving controlled performance in pursuit of collective goals” - Huczynski & Buchanan (2001, p.884)

  8. A FIRST LOOK AT MANAGEMENT • A manager acting on behalf of an absentee owner • A manager acting as the agent of the owner • Acting in loco-parentis • Stakeholders

  9. The two major differences identifiable in management activity: • Level • Job

  10. Direction or strategy Resources need to be provided and managed People management –employees responsible to the manager actually achieve the organizational objectives MANAGEMENT CONTAINS THREE MAIN FUNCTIONS:

  11. THE MANAGEMENT OF ORGANIZATIONS • 1. Why organizations need managers • 2. Why managers need organizations • 3. Factors that create a reciprocal need between managers and organizations • Careers • Status/Power • Work Preference • Self Interest • Lifestyle • Expectation

  12. One of a number of stakeholders Managers are also employees Traditional view was that employees ‘did’ while managers ‘thought’ Master and servant Compliance vs commitment A FIRST LOOK AT EMPLOYEES

  13. CHALLENGES FACING ORGANIZATIONS • 1. Evolutionary and revolutionary change • 2. PESTLE Analysis (Johnson & Scholes 1999) • Political • Economic • Social/cultural • Technological • Legal • Environmental/ethical

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