Management and Organisational Behaviour 11th edn

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The size and the composition of the group determine the success of the groups in the corporation and the coordination aspects. A group could be composed of many persons in number, ranging from 4 to several hundreds. An effective number of group members should be kept to maintain harmony among the members. Large groups have been characterized by different varieties of opinions and thus conflicts in the decision making pha Group dynamics The situation facing the organization determines the corporate culture, the style of roles and the nature of activities being taken and in the required time frames.

MANAGEMENT AND ORGANISATIONAL BEHAVIOUR LAURIE J. MULLINS MANAGEMENT AND ORGANISATIONAL BEHAVIOUR LAURIE J. MULLINS

In this section we will be looking at the organisation approaches with emphasis on the leadership, motivation and their applicability and relevance in today’s management practices. The past management approaches formed the base under which successive theories were developed and through them the management principles have been changing thus making these organisations more and more efficient and effective. Approaches to management Scientific management The broad goals set in the theory will enable the people interprets their performance in against a variety of the indicators thus output is basically increased as the satisfaction increases. Understanding one individual’s behavior is challenging in and of itself; understanding a group that’s made up of different individuals and comprehending the many relationships among those individuals is even more complex. Imagine, then, the mind-boggling complexity of a large organization made up of thousands of individuals and hundreds of groups with myriad relationships among these individuals and groups. 11 Identification of external factors. Identifying environmental conditions influencing behavior is cost-effective, especially when necessary, such as inadequate management systems or behaviors promoting at-risk work practices. BBS principles are necessary for these inadequacies to be noticed. The management functions should be well formulated to ensure an effective and efficient implementation mechanism.Structure: Refers to the relationships and roles of employees to one another and within the company. Includes elements such as hierarchies, job descriptions, departmentation and compensation system. Assumptions; they are unwritten culture but the stakeholders tend to follow them in the organisation e.g. interpersonal relations. This structure is characterized by an inflexible structure, highly standardized and an impersonal one. Max Weber (1947), considered it as an ideal form of organization dispensation in the early times. This form of organization is used by state organizations which have the strict following of rules and regulations as their major weakness. The nature of work and the capability of the employees determine the size of the span and thus the span of control vary with the nature of the work and tasks being performed in cases where there are wide levels of supervision and this would be able to facilitate the communication and information flow in the organization. A narrow span requires a large number of supervision levels and thus the flow of communication and information is basically lower. Organisation chart According to the study conducted by leadership consulting firm Bain & Company, companies like Apple, Google, and Netflix are 40 percent more productive than the average company. Some may think that this is a product of the hiring pool; big companies generally attract a more talented group of recruits. With unique benefits and prowess in the industry, this must be the case. Wrong. Google and Apple have found a way to answer the most fundamental question in management: How do you balance productivity while maintaining employee satisfaction and commitment?

Management and Organisational Behaviour - Pearson Management and Organisational Behaviour - Pearson

Wikoff, Martin; Anderson, Chris; Crowell, Charles (1983). "Behavior management in a factory setting". Journal of Organizational Behavior Management. 4 (1–2): 97–128. doi: 10.1300/J075v04n01_04. a b Geller, E. Scott (July 17, 2003). "Should Organizational Behavior Management Expand Its Content?". Journal of Organizational Behavior Management. 22 (2): 13–30. doi: 10.1300/j075v22n02_03. ISSN 0160-8061. S2CID 144687988. German sociologist Max Weber (1864–1920) proposed this idea of bureaucratic organizations to the business world. It was basically referred to as red tape in the US. This approach was associated with monarchies and patriarchies, In monarchies, where kings, queens, sultans, and emperors ruled, and patriarchies, where a council of elders, wise men, or male heads of extended families ruled, the top leaders typically achieved their positions by virtue of birthright. Comparison of the approaches to an organisation indicating the approach they followINTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT". Interantional Journal of Scientific Research in Engineering and Management. Indospace Publications. doi: 10.55041/ijsrem. The tasks performed in the over 14000 outlets she manages has enabled her choose this style or approach to manage the organisation and she has received several awards for her extemporary management and leadership style e.g. she was named the Forbes’ 2008 and 2009 etc. Definition of motivation and motivational theories W John, Newstrom & K Devis, Organizational Behavior, Tata McGraw, Hill Publishing Company Ltd, New Delhi. 2001. Organizational culture refers to qualities of the workplace itself that influence its employees, whereas organizational behavior refers to the resulting behavior of the people within it.

Organisational Behaviour Notes PDF | BBA, BCOM 2023 - Geektonight Organisational Behaviour Notes PDF | BBA, BCOM 2023 - Geektonight

The organization functions and purpose lies in the areas or the opportunity the business needs to exploit are not subject to the Creative Commons license and may not be reproduced without the prior and express written OBM is a subdiscipline of ABA, thus its emergence stems from the foundations of behavior analysis developed by B.F. Skinner. Skinner's book Science and Human Behavior, published in 1953, served as the foundation for OBM by highlighting the use of money to increase desired behaviors, wage schedules, and higher levels of praise for desired behaviors as opposed to undesired behaviors. [2] Skinner's greatest contributions to the emergence of OBM however was introducing programmed instruction to the educational system. Aspects of programmed instruction proved beneficial in organizational settings, particularly training. This later became the first application of behavioral principles in the organizational settings. [2] The technological changes in the environment should be incorporated to the organization culture to ensure a smooth floe of activities in the organization. Cultural socialization Contemporary managers are witnessing changes in technologies, markets, competition, workforce demographics, employee expectations, and ethical standards. At the heart of these changes is the issue of how to manage people effectively. To attain corporate objectives, each manager must discover how to develop and maintain a workforce that can meet today’s needs while getting ready for tomorrow’s challenges. As a result, managers are asking questions such as:There should be measurable goals i.e. goals whose success can be determined by the organization, this will boost the innovation, asset utilization and performance improvement. Focus on the positive consequences of appropriate behavior. Research has shown that individuals with a high need to avoid failure are likelier to set challenging but attainable goals. In contrast, those with a high need for success are likelier to set unrealistic goals. Attitudes: they can be seen as favorable and unfavorable behavior towards an organization, department or persons.