Professional Documents
Culture Documents
1.
Organization
Q.What is an organisation?
An organisation is a group of individuals working together to achieve one or
more objectives. Although organisations have been defined differently by
different theorists, virtually all definitions refer to five common features:
1.
2.
3.
4.
5.
OB is therefore concerned with:1. The purposes for which organisations are created
2. The behaviour of individuals, and an understanding of the pressures and
influences that cause them to
act and react in particular ways.
3. The qualities that individuals bring to particular situations.
4. The creation of groups i.e., collections of people brought together for given
purposes.
5. The background and context within which activities take place.
6. The relationships and interactions with the wider environment with other
organisations and groups.
7. The management and ordering of the whole and its parts into productive
and effective work relationships.
Types of organization
a)Formal: The part of the organization that has legitimacy and official
recognition.
b) Informal: The unofficial part of the organization.
(ii)
Autocratic
Power
Authority
Custodial
Economic Resources
Money
Supportive
Leadership
Support
Collegial
Partnership
Team Work
Obedience
Job Performance
Responsible Behaviour
Dependence on Dependence on
Box
Organisation
Participation
Self discipline
Subsistence
Security
Self Actualisation
Minimum
Passive Cooperation
Awakened drives
Moderate Enthusiasm
Goals of OB
Q.What are the goals of an organization?
IMPORTANCE OF OB
Q. Give the importance of organization behavior
Below the apex is the Middle line, a group of managers who are concerned with
converting the objectives and broad plans of the Strategic apex into operational plans that
can be carried out by the workers.
As organisations grow and become more complex, they usually develop a separate group
of people who are concerned with the best way of doing a job, specifying output criteria
(e.g., quality standards) and ensuring that personnel have appropriate skills (e.g., by
organising training programmes). This group of analysts is referred to by Mintzberg as
theTechnostructure. The organisation also adds other administrative functions that
provide services to itself, for example legal advice, public relations, mailroom, cafeteria
and so on. These are the Support staff.
Finally, at the bottom of the organisation, is the Operating core. These are the people who
do the basic work of producing the products or delivering the services.
Mintzbergs generic organisational model also illustrates an important principle of
organisation structure: the separation of direction and management, whereby those people
who decide the mission and general direction of the organisation are different (other than
in a very small organisation) from those who handle the implementation of plans and
subsequent controlling of operations to ensure that objectives are met. Senior managers
(the Strategic apex) will establish long-term organisational objectives and policies
through which goals are to be achieved. Middle managers (the Middle line) will be
responsible for translating the necessarily broad and general strategic plans into detailed
action plans, specifying managerial responsibilities for particular tasks and how resources
are to be allocated. These middle managers will also be responsible for monitoring
activities and taking action to ensure that resources are being used efficiently and
effectively to achieve organisational objectives.
5. Organization As Open Systems
Q. Explain the view of organization as a open system?
Systematic Approach to Management:
A system is an entity with a purpose that has interdependent parts. The systems
approach suggests viewing the organization as a system. All systems have four basic
characteristics:
1) They operate within an environment;
2)They are composed of building blocks called elements, components, or subsystems;
3)They have a central purpose against which the organization's efforts and subsystems
can be evaluated; and
4)essential systems thinking places focus onthe interrelatedness among the
subsystems and its environment.
Systematic management emphasized internal operations because managers were
concerned primarily with meeting the explosive growth in demand brought about by
the Industrial Revolution. In addition, managers were free to focus on internal issues
of efficiency, in part because the government did not constrain business practices
significantly. Finally, labor was poorly organized.
As a result, many managers were oriented more toward things than toward people.
The influence of the systematic management approach is clear in the following
description of one organization's attempt to control its workers.
Open versus Closed Systems
A closed system does not interact with the outside environment. Although few
systems actually take this form, some of the classical approaches treated
organizations as closed systems. The assumption was that if managers improve
internal processes, the organization would succeed. Clearly, however, all
organizations are open systems, dependent on inputs from the outside world, such as
raw materials, human resources, and capital, and output to the outside world that meet
the market's needs for goods and services.
Above figure illustrates the open-system perspective. The organizational system
requires inputs, which the organization transforms into outputs, which are received by
the external environment. The environment reacts to these outputs through a feedback
loop, which then becomes an input for the next cycle of the system. The process
continues to repeat itself for the life of the system.
As above Figure shows, a system is a set of interdependent parts that processes inputs
(such as raw materials) into outputs (products). Business inputs typically known as
resources including human, physical, financial etc resources. Most businesses use a
variety of human, financial, physical, and informational resources. Manager's
function is to transform these resources into the outputs of the business. Goods and
services are the outputs of the business. Some of the major components of the
external environment include customers, competitors, suppliers, and investors.
6. Managers in organization
Manager: The member of the organization who participates in the
management process by planning, organizing, leading, or controlling the
organization's resources.
Types of Mangers
Q. Explain the types of managers
There are three types of mangers. Managing is like holding a dove in your
hand. If you squeeze too tight, you kill it. Open your hand too much, you
let it go'
1. Strategic Manager: Strategic managers are the senior executives hand
of an organization and are responsible for its overall management. Major
activities include developing the company's goals and plans. Typically
strategic managers focus on long-term issues and emphasize the survival,
growth, and overall effectiveness of the organization.
2. Tactical Managers: Tactical managers are responsible for translating
the general goals and plans developed by strategic managers into
objectives that are more specific and activities. These decisions, or
tactics, involve both a shorter time horizon and the coordination of
resources. Tactical managers are often called middle managers, because
in large organizations they are located between the strategic and
operational managers. Today's best middle managers have been called
"working leaders." They focus on relationships with other people and on
achieving results. They are hands-on, working managers. They do not just
make decisions, give orders, wait for others to produce, and then evaluate
results. They get dirty, do hard work themselves, solve problems, and
produce value.
organization. These
managers often have titles such as supervisor or sales manager. They are
directly involved with non-management employees, implementing the
specific plans developed with tactical managers. This role is critical in the
organization, because operational managers are the link between
management and non-management personnel. Your first management
position probably will fit into this category.
Managers are Universal:
Managers work in all types of organizations, at all levels, and in all functional areas.
Large and small businesses, hospitals, schools and governments benefit from efficient
and effective management. The leaders of these organizations may be called executives,
administrators, or principals, but they are all managers and are responsible for the success
or failure of the organization. This success or failure is reflected in a manager's career.
For example, when a CEO saves a failing corporation, the board rewards this success
with bonuses and stock options. When a professional football team starts losing, the
owner fires the coach, not the team.
The Managerial Skills
Q.Discuss the three types of managerial skills and its importance
Managers need three basic sets of skills: technical, interpersonal, and conceptual.
a. Technical Skills
The skills that include knowledge of and proficiency in a certain specialized field Top
Managers need to be technically competent. They need to know how to plan, organize
lead and control. Line managers need this skill the most while top manager will need
minimum of technical skills.
Levels of Managers
Q. Describe the levels of manager
Levels of Management Three level in the organization can classify managers,
particularly for traditionally structured organizations...
1. First-line managers are the lowest level of management. They're often called
supervisors
2. Middle managers include all levels of management between the first-line level and
the top level of the organization.
3. Top managers include managers at or near the top of the organization who are
responsible for making organization wide decisions and establishing the plans and goals
that affect the entire organization.
Manager's Roles:
Q. Describe the different roles played by a manager
a. Interpersonal roles
Figurehead--duties that are ceremonial and symbolic in nature
Leadership--hire, train, motivate, and discipline employees
Liaison--contact outsiders who provide the manager with information.
These may be individuals or groups inside or outside the organization.
b.Informational roles
Monitor--collect information from organizations and institutions outside their own
Disseminator--a conduit to transmit information to organizational members
creating personal conflicts and stress. This can be due to the following
reasons
Creation of global organizations Employees are required to
work 24*7.
Communication technology People do their work from any
place at any time.
Longer hours put in by the employees.
Dual-career couples as a result married couples have lesser
time to fulfill commitments back home.
So, managers should help in making their workplace and jobs such
that it helps the employee deal with work / life conflicts.
Improving ethical behavior Employees at times, face ethical
dilemmas i.e. situations in which individuals are required to define
right and wrong conduct. For example, Should they follow orders with
which they dont personally agree? Should they uncover illegal
activities taking place in the company?
Managers and organizations are trying to tackle this problem by
o Writing and distributing codes of ethics to guide the employees.
o Seminars, workshops, similar training programs to try and
improve ethical behavior.
o Provision for an in-house advisor who can be contacted
(anonymously) for assistance in dealing with an ethical issue.
Also, they provide with protection mechanisms for employees
who reveal internal unethical practices.
Limitations of organization behavior
Q. Describe the limitations of organization behavior
Behavioural bias Behavioral bias gives a narrow viewpoint to the
employees that emphasizes satisfying employee experiences while
overlooking the broader system of the organization. It is more like a