Description
Highlights on organisational behaviour dicusses developing behavior through structure and covers topics on structural elements, design condition, cultural behavior linkages, constraints.
Developing behavior through structure
Structural elements
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Division of labor Unity of command Span of control Channel of communication Chain of coordination
integration
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Organization – objectives, goals, targets, budgets, results Individual – Needs, expectation, motivation , satisfaction, ambition, dream, desires, Behavior is the bridge or the catalyst force that facilitates integration
Design conditions
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Job script - set of tasks/ work sheet Role description - static, dynamic set Job analysis – optimum efficiency index Role analysis – 360 degree framework
Five principles of structure
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Systems thinking- holistic Alignment – integration ( I&O) Interface - Force field Fitness - Productivity, profitability Contingency - There is no only one way ( opposite to normative)
Discover/ unearth
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Big firms - How successful in cultivating and developing conducive behavior through structure, culture ? 10% evaluation – Individual assignment On the final session – submission
Indicative suggestions
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Your firm can be a national, multinational, global Your firm can be a manufacturing, service and knowledge sector Your firm can be a private or public Your firm can be large, medium , small Your firm can be a FMCG, Hospitality, entertainment unit
Ground rules
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Assignment – hard copy , hand written/ printout minimum 1500 words, maximum 2500 words Source of reference – clean and clear ( website, archive) Abstract/ brief introduction in 100 words
objective
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175 impression of a firm will be captured with the intention to understand the organizational behavior mode You can submit about the firm where you worked You can track your dream company and its features
Pages
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473-479 Matrix Team Networked Virtual Structure follows strategy Cost, response time, speed, quality, change and innovation are the reasons for alternate structure to hierarchy/ tall
Embedded factors
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Goal / objectives Role/ task/ work People/ Individual/ group Communication/ information sharing Command/ control/ regulation Coordination/ empowerment/ mutual
Culture behavior linkage
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P490 P493 Structure is explicit, intended to be rational, legal and assures measurement of input process and output ( thinking) charter Culture is implicit , intended to be a subtle facilitating factors to bind the members of an organization ( feeling) expression
Core factors
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Believes, values, practices Induction, development, feedback, appraisal, group building, group dynamics, formal and informal processes, socialization , rituals and routines, welfare plan, democracy mode Dignity, value, trust, respect and love
constraints
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P507 Leader is the key hold for building culture Potential of people to share, learn and live collectively shapes the quality of culture Planned interventions to make the culture as a brand equity is the hallmark of a performing firm
Structure & culture overlook
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Rationalization of role Familiarization of entrants Formalization of work, task, job Socialization of individual and group Standardization of output Coaching, mentoring and counseling Centralization, decentralization and empowerment Bonding, building mutual trust, love and respect
doc_739840066.ppt
Highlights on organisational behaviour dicusses developing behavior through structure and covers topics on structural elements, design condition, cultural behavior linkages, constraints.
Developing behavior through structure
Structural elements
?
? ?
?
?
Division of labor Unity of command Span of control Channel of communication Chain of coordination
integration
?
? ?
Organization – objectives, goals, targets, budgets, results Individual – Needs, expectation, motivation , satisfaction, ambition, dream, desires, Behavior is the bridge or the catalyst force that facilitates integration
Design conditions
?
? ?
?
Job script - set of tasks/ work sheet Role description - static, dynamic set Job analysis – optimum efficiency index Role analysis – 360 degree framework
Five principles of structure
?
? ?
?
?
Systems thinking- holistic Alignment – integration ( I&O) Interface - Force field Fitness - Productivity, profitability Contingency - There is no only one way ( opposite to normative)
Discover/ unearth
?
? ?
Big firms - How successful in cultivating and developing conducive behavior through structure, culture ? 10% evaluation – Individual assignment On the final session – submission
Indicative suggestions
?
? ? ? ?
Your firm can be a national, multinational, global Your firm can be a manufacturing, service and knowledge sector Your firm can be a private or public Your firm can be large, medium , small Your firm can be a FMCG, Hospitality, entertainment unit
Ground rules
?
? ?
Assignment – hard copy , hand written/ printout minimum 1500 words, maximum 2500 words Source of reference – clean and clear ( website, archive) Abstract/ brief introduction in 100 words
objective
?
? ?
175 impression of a firm will be captured with the intention to understand the organizational behavior mode You can submit about the firm where you worked You can track your dream company and its features
Pages
?
? ?
?
473-479 Matrix Team Networked Virtual Structure follows strategy Cost, response time, speed, quality, change and innovation are the reasons for alternate structure to hierarchy/ tall
Embedded factors
?
? ?
?
? ?
Goal / objectives Role/ task/ work People/ Individual/ group Communication/ information sharing Command/ control/ regulation Coordination/ empowerment/ mutual
Culture behavior linkage
?
? ?
?
P490 P493 Structure is explicit, intended to be rational, legal and assures measurement of input process and output ( thinking) charter Culture is implicit , intended to be a subtle facilitating factors to bind the members of an organization ( feeling) expression
Core factors
?
?
?
Believes, values, practices Induction, development, feedback, appraisal, group building, group dynamics, formal and informal processes, socialization , rituals and routines, welfare plan, democracy mode Dignity, value, trust, respect and love
constraints
?
? ? ?
P507 Leader is the key hold for building culture Potential of people to share, learn and live collectively shapes the quality of culture Planned interventions to make the culture as a brand equity is the hallmark of a performing firm
Structure & culture overlook
? ? ? ? ? ? ? ?
Rationalization of role Familiarization of entrants Formalization of work, task, job Socialization of individual and group Standardization of output Coaching, mentoring and counseling Centralization, decentralization and empowerment Bonding, building mutual trust, love and respect
doc_739840066.ppt