组织行为组织架构教学课件：OB week1 The Purpose of Organisations 2016

1、 Organisational Behaviour Week 1 Purpose of Organisations AgendanWhat is an organisation?nTypes of organisationsnSizes of organisationsnExplanation of open systems.ReadingnMullins & Christy, (2013) Management and Organisational Behaviour. Ch 3OB framework for analysisFigure 1.1 Organisational behavi

2、our: a convenient framework of analysisInfluences on OBnIndividualsnGroupsnThe organisation itselfnThe environmentIntroduction to OrganisationsnOrigins of modern organisations can be traced back thousands of years.nOrganisations evolve continually.nAll organisations have some functions to performnTh

3、ey exist in order to achieve objectives and satisfy its membersWhat are work organisations?nMore than one definition of work organisationnOrganisations are not buildings or other physical structuresnOrganisations are “structures of people”. Mullins and Christy, (2013) p 80What are work organisations

4、?n “A work organisation is a socially designed unit that engages in activities to accomplish a goal or set of objectives and is linked to the external society”. Bratton, 2007, p5Six trends shaping organisations todaynWorldwide competition for new ideasnEducation of the workforcenCultural and diversi

5、ty shift in the organizationnNew technologies particularly in communication and informationnInstitutionalization of rapid changenNew understanding of organizationsThe changing nature and scope of managing individualsnThere is ever-increasing changenThere are flatter, matrix-based structuresnThere ar

6、e new work methodsnMore need to balance family demands & worknIncreased consumerismPeople and OrganisationsOne way to recognise why people behave as they do at work is to view an organisation as an iceberg. What sinks ships isnt always what sailors can see, but what they cant see.Hellreigel, Slocum

7、and WoodmanFormal and informal structurenFormal organisation isn- deliberately plannedn- concerned with co-ordination of activitiesn- stated objectivesnNote - it may have an organisational chart, policies etcThe Formal organisationnOrganisation chartsnSpans of controlnJob definitions & descriptionsn

8、Production efficiencynPolicies & proceduresFormal and informal organisationn.One way to recognise why people behave as they do at work is to view an organisation as an iceberg. What sinks ships isnt always what sailors can see, but what they cant see.Hellreigel, Slocum and WoodmanThe formal & inform

9、al organisationFigure 4.9Source: Reproduced with permission from Kenneth Lysons, Organisational Analysis, Supplement to the British Journal of Administrative Management, no. 18, March/April 1997.The formal organisationFigure 4.9Source: Reproduced with permission from Kenneth Lysons, Organisational A

10、nalysis, Supplement to the British Journal of Administrative Management, no. 18, March/April 1997.The informal organisationFigure 4.9Source: Reproduced with permission from Kenneth Lysons, Organisational Analysis, Supplement to the British Journal of Administrative Management, no. 18, March/April 19

11、97.Informal organisationnIt provides nadditional channels of communicationnMeans of motivationnFeelings of stabilitynHighlights deficienciesOrganisation as an Open Systemn“The organisation is viewed as an open system, that takes input from the environment and through a series of activities transform

12、s or converts these into outputs to achieve some objective”. Mullins & Christy (2013) p 89The open systems model of organisations Figure 4.4InputsnCompany products nFactored productsnStaffnTechnologynManagement/sales technical expertisenFinancenSubcontractorsnCustomersOutputsnInvoiced salesnSatisfie

13、d and committed staffnReputation for excellencenInstallations that are fit for purposenSatisfied customersEnvironmental influences on the organisationnThe organisation needs to respond to the opportunities, risks etc. presented by the external environment.Exercise nWhat could some of the environment

14、al influences be for the followingnA) a schoolnB) a retail storenC) a fruit supplierExercisenThe Heart to Heart Foundation is a charity based in Beijing which raises money for children who have heart defects. The money raised pays for children to have their operations. nQuestion what are the inputs,

15、 the transfomations and the outputs? Other considerationsnThe Psychological ContractnLine ManagersThe psychological contractnThe series of mutual expectations & satisfaction of needs arising from the people / organisational relationshipnProcess of giving & receiving by the individual & the organisat

16、ionnCovers a range of expectations of rights and privileges, duties and obligations that do not form part of the formal agreements but still has important influence of peoples behaviournThe significant of the contract depends on the extent it is perceived to be fair The importance of line managersMa

17、nagers at all levels can have an influence on employees perceptions of the psychological contract. It is, however, the relationship between individual employees and their line manager that is likely to have most influence in framing and managing employees expectations.Emmott.Review questionsn1) Distinguish between the formal and the i