Organisational Psychology: IOP202-R
IOP202-R: ORGANISATIONAL PSYCHOLOGY
What is organisational behaviour? Study Unit 1: Chapter 1 & 2
Organisational behaviour (OB)
It is a field of study that investigates what the impact of 3 determinants (individuals, groups and structure) have on behaviour within organizations for the purpose of applying such knowledge towards improving an organisation’s effectiveness.
Contributing disciplines to the OB field (Figure 1-2)
❖ Psychology: measure, explain & sometimes change ind. behaviour
❖ Sociology: study the social system in which ind. fill their roles , people in relation to fellow human beings
❖ Social psychology: blending psych & social concepts, influence of people on one another
❖ Anthropology: societies
❖ Political science: behaviour of ind. & groups within a political environment
Systematic approach – behaviour is not random. Differences between individuals, but there are fundamental consistencies underlying behaviour – allow predictability.
• Conclusions based on scientific evidence – data gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner.
OB concepts must reflect situational, or contingency, conditions.
Organisations are open systems: long-term effectiveness determined by ability to anticipate, manage and respond to changes in the environment.
What do managers do – make decisions, allocate resources & direct the activities of others to attain goals in an organisation: a consciously coordinated social unit composed of 2 or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
Plan: defining goals, strategizing, plan to integrate & coordinate
Organise: what, who, how tasks grouped, reporting channels and responsibility
Lead: direct, coordinate, motivate, resolve conflicts
Control: monitoring, comparing, potential correcting
Management roles: (Table 1-1)
Mintzberg: 10 highly interrelated roles, grouped as:
a) Interpersonal roles
b) Information roles
c) Decisional
Management skills
Robert Katz:
a) Technical – specialised knowledge & expertise
b) Human – to work with, understand & motivate others both ind and in groups
c) Conceptual – mental ability to analyse & diagnose complex situations (eg. decision making)
Effective vs successful managerial activites
Luthans study – all managers engaged in 4 managerial activites:
1) aditional management, 2) communication, 3) HR management, 4) Networking
Challenges & opportunities for OB
- Responding to globalisation
- Managing workforce diversity
- Improving people skills
- Empowering people
- Coping with “temporariness”
- Stimulating innovation and change
- Improving their ethical behaviour
- Improving quality & productivity
Total Quality Management: is a philosophy of management driven by the constant attainment by customer satisfaction through the continuous improvement of all organizational processes
• Intense customer focus
• Continuous improvement
• Improvement in the quality of everything the organization does.
• Accurate measurement
• Employee empowerment
Developing an OB model
• general model to define the field of OB.
• stakes out the parameters
• identifies primary dependent and independent variables
• 4 levels of analyses in OB: ind., group, structure, environment
Dependent variables: are the key factors you want to explain or predict and that are affected by some other factor. They are:
1. Productivity – reach goals by transferring inputs to outputs @ lowest cost; concern for both effectiveness & efficiency.
2. Absenteeism – work flow disrupted; bad vs better
3. Turnover – high=increased recruiting, selection and training costs.
4. Organisational citizenship – discretionary behaviour that promotes the effective functioning of the organization.
5. Job satisfaction –attitude rather than behaviour
Independent variables:presumes cause of some change in the dependent variable. They are:
1. Individual-level variables
2. Group-level variables
3. Organizational-level variables
Figure 1-4
- Organisations are continuously subjected to forces (internal or external) for change.
- Categories of these forces are:
o Global arena
▪ technological inventions
▪ international competition
▪ rising customer expectations and demands
▪ trade agreements
▪ international diversity
▪ nature of work
▪ changes in society
▪ political change
▪ world economy
▪ changing markets
Dealing with the global challenge – adapting management style to culture in which operated.
➢ Parochialism
➢ Ethnocentric views
➢ Polycentric views
➢ Geocentric views
o Regional & sub-regional arena
o National & provincial arena
o Internal forces within the organization
▪ Individual level
▪ Group level
▪ Organisational level
Frameworks for assessing cultural differences – 3 most commonly used:
1) Kluckhorn-Strodbeck framework: uses 6 basic cultural dimensions to assess differences. a) a person’s relationship with the environment; b) time orientation; c) nature of people; d) activity orientation; e) focus of responsibility; f) conception of space
* Figure 2-2
2) Hofstede framework - Dimensions used are:
individualism vs collectivism
power distance
uncertainty avoidance
masculinity vs femininity
long-term orientation
3) Trompenaars
- tried to address some limitations to Hofstede
- 5 dimensions:
• universalism vs particularism
• individualism vs collectivism
• neutral vs affective
• specific vs diffuse
• achievement vs ascription
* GLOBE study
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