CHAPTER 11 BEHAVIOUR IN ORGANIZATI ONS INDIVIDUAL BEHAVIOUR

CHAPTER 11: BEHAVIOUR IN ORGANIZATI ONS

INDIVIDUAL BEHAVIOUR Behaviour of each individual is influenced by several factors – personal factor, environmental factor, organizational behaviour Personal factor, environmental factor, organizational behaviour Every individuals have particulars motives, ambitions, perceptions and abilities

GROUP BEHAVIOUR Group behaviour refers to the situations where people, usually in one place, interact in large or small groups COMMON REQUIREMENTS INDIVIDUALS WORK IN A GROUP Ø Interdependence ØSocial interaction ØPerception of a group ØCommonality of purpose ØFavouritism

ORGANIZATIONAL BEHAVIOUR Field of study that investigates the impact that individuals, groups and structures have on behaviour within an organization An interdisciplinary field that includes sociology, psychology, political science, social psychology, anthropology Also known as organizational studies or organizational science

ORGANIZATIONAL CULTURE Represents a complex pattern of beliefs, expectations, ideas, values, attitudes and behaviours shared by members of organization

Ways of communicating Feeling in the organization ELEMENTS OF ORGANIZATIONAL CULTURE Philosophy that guides management Norms shared by individuals Dominant values

MANAGEMENT VALUES Responsiveness Creativity • Speed in the assessment of new situations and developments • Efficiency in decision making and action • Encouraging initiatives and new ideas • Recognizing contributions Commitment • Commitment to the service of clients and collective accomplishment • Exemplary behaviour Ambition • Aspiration for challenge and leadership • Desire to obtain team success in a competition where the referee is the client

IMPACT OF ENVIRONMENT ON OB Internal External Vision Competitors Mission Economic Leadership style Social Culture Political Legal

Can increase efficiency Use of power and social networking Form interpersonal relationships ORGANIZATIONA L POLITICS

Attacking and blaming Creating obligations TYPES OF ORGANIZATIONA L POLITICS Cultivating network Controlling information Forming coalitions

CHAPTER 12: OPERATIONS AND STRATEGIC MANAGEMENT

OPERATIONS MANAGEMENT (OM) Set of activities that creates goods and services through transformation of inputs into outputs Activities creating goods and services take place in all organizations Production activities

GOALS AND CONCERNS OF OM 1 • Reducing the development and manufacturing time for new goods and services 2 • Achieving and sustaining high quality while controlling cost 3 • Integrating new technologies and control systems into existing processes 4 • Obtaining, training and keeping qualified workers and managers 5 • Working effectively with other functions of the business to accomplish the goals of the firms

STRATEGIC MANAGEMENT (SM) üComprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization üThe activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change.

Mission statement Making necessary changes GOALS AND CONCERNS OF STRATEGIC MANAGEMENT Monitoring Analysis Planning activities

LINKS BETWEEN OM AND SM Budgets Details Resource allocation Performance management

MANAGING QUALITY Quality planning Quality improvement Quality control Quality assurance

MANAGING PRODUCTIVITY Planning • Workgroups with adequate planning, more productive Policies and procedures • Organizations view guidelines as ways to control workers Teamwork within workgroups • Workgroups with better teamwork were more productive Clear roles and responsibilities • Employees have clear idea what they suppose to do Desire to stay • Try to identify factors that encouraging people to leave

Productivities increase Telecommunication ROLE OF TECHNOLOGY Digitized information improves ability Managers make more informed decisions Broaden markets

Differentiation strategy Cost leadership strategy Innovation strategy Creating Competitive Advantage Operational effectiveness strategy

CHAPTER 13: NEW CHALLENGE S TO MANAGEMEN

Global and cross-cultural operations Globalization Disruptive technologies Workforce diversity Mergers, acquisitions, alliances, joint ventures Knowledge Ethics and Social responsibilitiy

Communication styles Approaches to completing tasks Attitudes towards Conflict Crosscultural operations Attitudes towards disclosure Decision-making style Approaches to knowing

GLOBALIZATION Interdependence Solidarity Self-responsibility Ground rules Diversity

Mobile computing Computer security Disruptive technologies Cloud computing Remote management

WORKFORCE DIVERSITY Gender Retention Resistance to change Competition Interpersonal conflict Communication Age Education

MERGERS, ACQUISITIONS, ALLIANCES, JOINT VENTURES MERGERS ACQUISITIONS ü Legal consolidation of two companies into one entity ü Occurs when one company takes over another and completely establishes itself as a the new owner ü Five types of business combinations know as mergers: • Conglomerate merger • Horizontal merger • Market extension merger • Vertical merger • Product extension merger ü The target company still exists as an independent legal entity controlled by acquirer

MERGERS, ACQUISITIONS, ALLIANCES, JOINT VENTURES ALLIANCES JOINT VENTURES ü A pact, coalition or friendship between two or more parties ü Made in order to advance common goals and to secure common interests ü It is a political agreement between countries to support each other in disputes with other countries ü A business agreement in which the parties agree to develop a new entity and new assets by contributing equity ü They exercise control over the enterprise and consequently share revenues, expenses and assets ü Takes place when two parties come together to take on one project

KNOWLEDGE Systematic problem solving Experimentation with new approaches Learning from one’s own experience and past history Learning from the experiences and best practices of others Transferring knowledge quickly and efficiently throughout the organization

ETHICS AND CORPORATE SOCIAL RESPONSIBILTY Ethics • Ethical treatment of employees, stockholders, owners and the public by a company • Legality, fairness, effectiveness, self-respect Corporate Social responsibility • A form of corporate self-regulation integrated into business model • Elements of CSR – product use, equity, business practice