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7th Edition
CHAPTER 22
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.2
Organisational development is concerned with the diagnosis of organisational health & performance, & the ability of the organisation to adapt to change
It involves the application of organisational behaviour & the recognition of the social processes of the organisation
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.3
Figure 22.1
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.4
Intervention strategies
Survey research & feedback T-groups (or sensitivity training) Teambuilding Grid training Role analysis Life & career planning Quality of work life Counselling
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.5
Organisational culture
A general concept that is difficult to explain or define precisely No consensus on its meaning or its application to the analysis of work organisation Wide diversity of interpretations relating to organisational development gives rise to a large number of definitions Can be confusion over the difference between the interpretation of organisational culture & organisational climate
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.6
Reflects the underlying assumption about the way work is performed, what is acceptable and not acceptable, and what behaviour and actions are encouraged and discouraged
Atkinson
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.7
The collection of traditions, values, beliefs, and attitudes that constitute a pervasive context for everything we do and think in an organisation
McLean & Marshall
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.8
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.9
Levels of culture
1. Artefacts physical space and layout, technological output, written and spoken language, overt behaviour of group members 2. Values values and beliefs become part of the conceptual process by which groups members justify actions and behaviour 3. Basic underlying assumptions unconsciously held learned responses
Schein
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.10
Power culture
Role culture Task culture Person culture
Handy
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.11
Process culture
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.12
History Primary function & technology Goals & objectives Size Location Management & staffing The environment
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.13
Figure 22.2
Source: Long Range Planning, vol. 25, no. 1, Johnson, G. Managing Strategic Change Culture and Actions, p.31, 1992, Elsevier Science. Reproduced with permission from Excerpta Medica Inc.
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.14
It must be strategically relevant It needs to be strong in order that people care about what is important The culture must have an intrinsic ability to adapt to changing circumstances
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.15
Managerial tasks
Chatman & Cha suggest the following tools for leaders to develop, manage, and change culture
Recruitment and selection Social tools and training Reward systems
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.16
OHT 22.17
Organisational climate
Applied to organisations, climate refers to the prevailing atmosphere surrounding the organisation, to the level of morale, and to the strength of feelings or belonging, care and goodwill among members
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.18
Organisational climate
Climate will influence the attitudes which organisational members bring to bear on work performance and personal relationships The extent to which staff accept the organisational culture has a significant effect on climate
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.19
Integration of organisational and personal goals Appropriate organisation structure Democratic functioning Equitable HRM policies & practices Mutual trust & consideration Open discussion of conflict Managerial behaviour & leadership styles appropriate to work situations
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.20
Acceptance of psychological contract Recognition of peoples needs and expectations Equitable systems of rewards Concern for quality of working life Opportunities for personal development and career progression Sense of identity with and loyalty to the organisation
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.21
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.22
Employee commitment
Typically conceived as an individuals psychology bond to the organisation, including a sense of job involvement, loyalty, & a belief in the values of the organisation
OReilly
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.23
Model of commitment
A sense of belonging to the organisation informed, involved, sharing in success A sense of excitement in the job pride, trust, accountability for results Confidence in management authority, dedication, competence
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.24
Genuine commitment requires not just a recognition or understanding of what the organisation expects but an emotional and behavioural response from staff
If loyalty, long service, or expertise appear to be no longer regarded, this may have an adverse effect on those surviving members and they are less likely to have a high level of commitment to the organisation
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.25
Commitment of staff to the organisation has long been valued and is coming back into fashion as the costs to loyalty of downsizing and re-engineering come to be felt
Guirdham
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.26
OHT 22.27
Unitary perspective conflict is seen as a dysfunction outcome, explained by poor communication, personality clashes, work of agitators
Pluralistic approach conflict among competing sub-groups is inevitable, an inherent feature of organisations
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.28
Structuralist (radical) approach conflict is a feature of the unequal nature of organisational life and a means of bringing about change Interactionist perspective conflict is a positive force and is necessary for effective performance
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.29
Defining conflict
Behaviour intended to obstruct the achievement of some other persons goals Can be viewed at the individual, group, or organisational level
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.30
Conflict
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.31
Conflict
Can aid incremental improvements in organisational design and functioning and decision-making Can be an agent for evolution and for internal and external change
Properly identified and handled it can help minimise the destructive influences of the win lose situation
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.32
Better ideas produced People are forced to search for new approaches Long-standing problems brought to the surface and resolved Clarification of individual views Stimulation of interest and creativity A chance for people to test their capacities
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.33
Some people feel defeated and demeaned The distance between people increased A climate of mistrust and suspicion developed Individuals and groups concentrate on their own narrow interests Resistance developed rather than teamwork An increase in employee turnover
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.34
Differences in perception Limited resources Departmentalism and specialisation The nature of work activities Role conflict Inequitable treatment Violation of territory Environmental change
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.35
The strategies adopted will vary according to the nature and sources of conflict but could include: Clarification of goals and objectives Resource distribution HRM Non monetary rewards
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.36
Development of interpersonal skills Group activities Leadership & management Organisational processes Socio-technological approaches
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.37
Behaviour modification
Unfreezing
Movement
Refreezing
Lewin
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.38
Figure 22.4
Source: Adapted from French, W.L., Kast, F.E. and Rosenzweig, J.E. Understanding Human Behaviour in Organizations, Harper and Row (1985) p.9.
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.39
Selective perception Habit Inconvenience of loss of freedom Economic implications Security in the past Fear of the unknown
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.40
Resources
Processes
Values
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.41
5. 6. 7. 8.
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005
OHT 22.42
The successful implementation of new work methods and practices is dependent upon the willing and effective co-operation of staff, managerial colleagues and unions If change is to work it must change the perceptions, attitudes and behaviour of people
Mullins: Management and Organisational Behaviour, 7th edition Pearson Education Limited 2005