1 AN INTRODUCTION TO ORGANISATIONAL BEHAVIOUR Amanda Werner

1. 1 AN INTRODUCTION TO ORGANISATIONAL BEHAVIOUR Amanda Werner

2. Learning outcomes • Define the term “organisational behaviour” and discuss the multidisciplinary nature of this field. • Give an overview of contemporary organisational structures and designs. • Provide a profile of the 21st century manager and employee. • Examine the challenges facing South African organisations with regards to organisational behaviour.

3. Introduction • Organisations are managed in order to achieve goals and objectives. • The focus of organisational behaviour is organisational design, management, teams and the interaction between people and their working environment. • An organisation is a collection of people who work together to achieve a variety of goals. • Behaviour in an organisation refers to the behaviour of the individuals and groups within the organisation, as well as the interaction between members of the organisation and their external environments.

4. Components of organisational behaviour Organisational behaviour embraces an understanding of • people’s behaviour • the management process • the organisational context • interaction with the external environment

5. Interrelated dimensions of the organisation • The individual • The group/team • The organisation • The environment

6. The interdisciplinary nature of organisational behaviour Overt aspects Vision, technology, equipment, layout, dress code Covert aspects Values, assumptions, conflict, communication, perceptions, feelings, needs, group dynamics

7. The interdisciplinary nature of organisational behaviour Multidisciplinary behavioural science Psychology Anthropology Sociology

8. Organisational design and structure Purpose: • To coordinate the efforts of interdependent groups towards attaining goals • To ensure information distribution and effective decision making • To provide a formal framework for jobs, tasks, functions and relationships

9. Span of control 1 4 16 1 64 8 256 64 512 1024 4096 4096 Span of 8 Span of 4

10. Organic structures • Flexible networks of multi-talented people performing a variety of tasks • Change oriented • Foster creativity • Generalists performing flexible tasks • Authority decentralised • Broad-based decision making • Lateral communication patterns

11. Matrix structure • Members grouped by functional and project team • Report to two managers Possible problems: • Unclear lines of authority • Significant dependence on information technology • Increased job dissatisfaction • Increased stress • Individual contribution less definable • Limited promotion opportunities

12. Other forms of organic organisations • Virtual organisation • Network organisation • Boundaryless organisation • Shamrock organisation

13. Organisational behaviour and the 21st century manager • Management is the process of working with and through others to achieve organisational objectives in an efficient and ethical manner. • 21st century managers question old assumptions about how people in different geographical locations work together.

14. Competencies of a 21st century manager(Gordon, 2002: 150) • Adaptability • Knowledge and application of best practice • Intercultural competencies • Information technology skills • Critical thinking skills • Creativity • Interpersonal effectiveness

15. Challenges for organisational behaviour • Managing in the global environment • Adapting to discontinuity and change • Achieving excellence through the management of human capital • Utilising information technology for knowledge management • Managing a diverse workforce for competitive advantage • Developing organisational ethics

16. Managing in the global environment • People of different countries and cultures perceive work and life differently (motives/expectations) • The emergence of virtual teams • Virtual teams pose unique challenges to leadership. • Cohesion and trust need to be created through shared goals. • Planning and design are key factors in the success of a virtual team.

17. Adapting to dicontinuity and change • Changing external environments • Work environment often “temporary” • Organisations in constant state of flux • Managers and employees need certain characteristics to cope in a changing environment

18. Achieving excellence through the management of human capital • Effectiveness • Efficiency • Total quality management • Employees need to share their knowledge, insight and experience so that the company can have a competitive advantage • Engagement

19. Utilising IT for knowledge management • Using people to achieve innovation and creativity • Knowledge management – need to distribute knowledge/culture of putting knowledge into action • Tacit knowledge • Use of various types of technology • Minding organisation (Rubinstein & Firstenberg)

20. Managing a diverse workforce as a competitive advantage • Diversity also arises from cultural, political, language, gender, religious and other differences. • Diversity can become a company’s competitive advantage (decision making). • Companies implement diversity training programmes. • Need to identify shared values.

21. Developing organisational ethics • Good ethics in a company equals good reputation of company in the market • Corporate social responsibility • Values of the organisation are reflected in the behaviour of its employees

22. Conclusion • An organisation needs to adjust to a changing environment. • Successful organisations have developed more adaptive cultures that embrace integrated product design teams, teamwork, quality, diversity, a global outlook and continuous learning.