organisational and behavioral psychology
TRANSCRIPT
Lecture on organization
By: kanchi. MadhaviM.sc. Psychology
Msc. nursing M.phil psychology,
Department of psychology,College of social sciences and humanities,
Adigrat university.
Life is a mixture of sunshine and rain,Laughter and teardrops, pleasure and pain,Low tides and high tides, mountains and plains,Triumphs and defeats, losses and gains.
poems of faith from Helen steiner rice
Life is a mixture of sunshine and rain,Laughter and teardrops, pleasure and pain,Low tides and high tides, mountains and plains,Triumphs and defeats, losses and gains.
poems of faith from Helen steiner rice
The framework
for dividing,
assigning, and
coordinating work
Developments in
or changes to
the structure of
an organization
OrganizationStructure
OrganizationDesign
Key Elements of Organization Structure
DepartmentalizationSpan of Control
WorkSpecialization
Chainof Command
Authority and Responsibility
Centralization vs. Decentralization
Work Specialization HighLowLo
wH
igh
Pro
du
ctiv
ity
Work Specialization
• Job is broken down into a number of steps
• Each step is completed by a separate individual
• Makes efficient use of the diversity of skills that workers have
The Chain of Command
DistrictA
DistrictB
DistrictC
DistrictD
DistrictE
DistrictF
DistrictG
Region1
Region2
Region3
Region4
Region5
VicePresident
VicePresident
VicePresident
VicePresident
VicePresident
Chief ExecutiveOfficer
ExecutiveVice President
ExecutiveVice President
President
Span of Control
• Number of employees that an manager can manage effectively
• Increased over the last several years
• Contingency variables impact number
Authority vs. Responsibility
• Rights inherent in managerial position to give orders and expect them to be followed
• Related to one’s position--not the characteristics of person
• Obligation to perform
• Goes hand-in-hand with authority
MarketingHuman
ResourcesProductionAccountingFinance
Chief ExecutiveOfficer
Research andDevelopment
The Concept of Authority
Line Authority
• Level of authority that entitles manager to direct the work of an employee
• Contributes directly to the achievement of organizational objectives
FinanceAccounting
Marketing
Human Resources
Research andDevelopmentProduction
The ConceptThe Conceptof Powerof Power
Function
AuthorityLevel
The PowerCore
The Degree of Centralization
Higher
Em
plo
yee
Em
po
we
rme
nt
Centralization
DecentralizationDecentralization
HigherLowerT
op
Man
ag
eme
nt
Co
ntr
ol
Lower
Contingency Variables Affecting Structure
MECHANISTIC
• Rigid hierarchical relationships
• Fixed duties
• Formal communication channels
• Centralized authority
ORGANIC• Collaboration (both
vertical and horizontal)
• Adaptable duties• Information
communication• Decentralized
authorized
Allocationof Specialists
ClearAccountability
Dual Chainof Command
The MatrixStructure
Cross-FunctionalCoordination
Boundaryless Organization
• Globalization of markets and competitors
• Rapidly changing technology
• Need for rapid innovation
The Learning OrganizationOrganizational Design•Boundaryless•Teams•Empowerment
Leadership•Shared vision•Collaboration
Information Sharing•Open•Timely•Accurate
Organizational Culture•Strong mutual relationships•Sense of community•Caring•Trust
LEARNING ORGANIZATION
Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 231. Copyright © 2003. Reprinted by
permission of Pearson Education Canada Inc.
What is Culture?
• Personality of the organization.
• Comprised of the assumptions, values, norms and tangible signs of organization members and their behaviors.
• Difficult to express distinctly, but everyone knows it when they sense it
• Particularly important when attempting to manage organization-wide change
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Importance
Organizational change failure is credited to lack of understanding about the strong role of culture and the role it plays in organizations.
That's one of the reasons that many strategic planners now place as much emphasis on identifying strategic values as they do mission and vision.
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Types of Culture
There are different types of culture just like
there are different types of personality
• Academy Culture (highly skilled and tend to stay in the organization) Eg :universities, hospitals, large corporations, etc
• Baseball Team Culture (Employees are "free agents" who have highly prized skills,high demands)Eg : Investment banking, advertising, etc.
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Types of culture
• Club Culture (Requirement for employees in this culture is to fit into the group)Eg : Military, some law firms, etc
• Fortress Culture (Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization) Eg : savings and loans, large car companies, etc.
Dimensions of Organizational Culture
• Member identity
• Group emphasis
• People focus
• Unit integration
• Control
• Risk tolerance
• Reward
• Conflict tolerance
• Means-end orientation
• Open-systems focus
Cultural Affects on Managers
• Constrains what managers can and cannot do
• Constraints are rarely explicit
• Culture has a link between values and managerial behaviour--what is acceptable and not
CHANGE
• CHANGE MEANS THE ALTERATIONS OF STATUS QUO OR MAKING THINGS DIFFERENT.
• IT MAY REFERS TO ANY ALTERATIONS WHICH OCCURS IN THE OVERALL WORK ENVIRONMENT OF AN ORGANISATION
STIMULATING FORCES FOR CHANGE
• IN TECHNOLOGY USED
• IN CUSTOMER EXPECTATIONS AND TASTES
• AS A RESULT OF COMPETITION
• AS A RESULT OF GOVERNMENT LEGISLATION
• ALTERATIONS IN ECONOMY
• IN COMMUNICATION MEDIA AND SOCIETYS VALUE SYSTEM
• SUPPLY AND DISTRIBUTION CHAIN
PLANNED CHANGE
• HUMAN RESOURCES
• FUNCTIONAL RESUOURCES
• TECHNOLOGICAL CAPABILITIES
• ORGANIZATIONAL CAPABILITIES
UNPLANNED CHANGE
• CHANGING EMPLOYEE DEMOGRAPHICS
• PERFORMANCE GAPS
• GOVERNMENT REGULATIONS
• ECONOMIC COMPETITION IN THE GLOBAL ARENA
LEWINS FORCE FIELD THEORY OF CHANGE
Resistance to
change
Resistance to
change
Force for
change
Force for
change
Time
Ch a n g e
X
Y
L e
v e
l o
f P
erf
or m
an
ce
M o v e m
e n t
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Implementing Change
• Unfreezing: getting ready for change
• Moving: making the change
• Refreezing: stabilizing the change
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Unfreezing
• Arouse dissatisfaction with the current state
• Activate and strengthen top management support
• Use participation in decision making
• Build in rewards
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Moving
• Establish goals
• Institute smaller, acceptable changes that reinforce and support change
• Develop management structures for change
• Maintain open, two-way communication
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Refreezing
• Build success experiences
• Reward desired behaviour
• Develop structures to institutionalize the change
• Make change work
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Overcoming Resistance to Change
• Education and communication• Participation and involvement• Facilitation and support• Negotiation and agreement
WORK STRESSJOB DISSATISFACTION
CONFLICTSCHANGING OF JOBS
ANXIETYPSYCHOLOGICAL
DISTURBANCES…..………………….…………………..
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Employee behavioral pattern study
PERIOD EMPLOYEE BEHAVIOR
Day 1 Denial, fear, no improvement
After a month Sadness, slight improvement
After a Year Acceptance, significant improvement
After 2 Years Relief, liking, enjoyment, business development activities