1. Smita Tripathi MANAGEMENT AND LEADERSHIP OF ORGANISATIONS

2. By the end of this session you will be able to:  Explain what is meant by organisations  Describe organisational structure, culture, behaviour, context  Explain Morgan’s conceptions of organisations

3.  Defining organisations – poses difficulties 3 fundamental elements: People, goal, structure ◦ Collective of people, bound in structures and relationships to achieve specific objectives  Management and leadership essential to organise/ facilitate people to achieve goals through structures, processes and practices…

4.  Morgan (1989) – complex social systems  8 different metaphors ◦ Machines, organisms, brains, cultures, political systems, psychic prisons, change and transformation, instruments of domination. Morgan, G (1989) Creative Organisation Theory, Sage, London pg 26.

5.  Barney and Griffin (1992: 5) ‘collections of people working together in a coordinated and structured fashion to achieve one or more goals’ Barney, JB and Griffin, RW (1992) The Management of Organisations: Strategy, Structure and Behaviour, Houghton Mifflin, Boston MA.

6.  Huczynski and Buchanan (2001: 884) ‘a social arrangement for achieving controlled performance in pursuit of collective goals’ Huczynski, AA and Buchanan, DA (2001) Organisational Behaviour, 4 th edition, Prentice Hall, Hemel Hampstead.

7.  Think of public, private, voluntary organisations (2 minutes). With your partner, consider the following organisations: Do they differ? How? (5 Minutes)  Plymouth City Council  Students Union  Ten Tors Orchestra  University of Plymouth  The Wrigley Company  Church of England  St Lukes Hospice  Age concern

8.  Many types and classifications  Private – manufacturing or service  Public  Not for Profit / Voluntary Sector  By purpose – economic, defensive, public, religious, social/affiliative HOW DO THEY DIFFER?  Newer forms: ◦ Network organisations, virtual organisations, public private partnership organisations

9.  Why organise?  Why manage and lead?  Managers / Leaders and Organisations – is there a mutual need?

10.  Defines the distribution of work among members  Enables coordination and flow of communications between members and levels  Pattern of relationships  Chain of command, control and order  Drucker, P (1989) – correct structure determines organisational performance Drucker, P. F (1989) The Practice of Management, Butterworth-Heinemann, Oxford.

11.  Complex concept  Intuitive understanding  Developed from Anthropology and Sociology  Popularly: ‘the way we do things here’  The basic underlying traditions, values, norms, beliefs attitudes and assumptions  Handy, C. B (1993): 4 main types of organisational culture: power, role, task, person. Handy, C. B (1993) Understanding Organisations, 4 th ed, Oxford University Press, New York.

12. Miles and Snow (1978) Strategy – vision, direction, raison d’etre, core business…  Collections of decisions through which managerial processes and capabilities are aligned to the environment

13.  Proposed that big organisations could be organised according to 4 types of strategies: prospector, analyser, defender, reactor.  Strategy is the responsibility of leaders and managers. Miles, R.E. and Snow C.C. (1978) Organizational strategy, Structure and Process, McGraw-Hill, New York.

14.  Study of individuals, groups, organisations, contexts – their needs, challenges and how to realise their potential  Relationship between individual and the organisation can be analysed through concept of psychological contract ◦ Informal, series of mutual expectations, based on needs which have to be satisfied through the people-work-organisation relationship  Different perspectives, different disciplines come together to create the dynamic multi-disciplinary approach

15. Many factors:  Globalisation – economy, market, players  Decline in rigidity of traditional boundaries  Sharp customer focus – demanding customer  Knowledge economy  IT revolution – telecommunication, office automation, internet services  Greater Flexibility

16.  Organisations do not exist in a vacuum  Constant dynamic interaction with the environment – impact both ways  Organisations take inputs from the environment and convert it into outputs  Organisations must respond to the opportunities and challenges in the environment  Organisations bring/drive changes in the environment PESTLE/STEEPLE or variants to analyse Crucial to adopt a SYSTEMS approach

17.  Pressure groups  Competitors  Suppliers  Shareholders/ financing bodies  Economic activity  Social attitudes  Local, national,  international policies  Employee and employer/professional organisations  Customers

18.  Culture  Other players in industry, sector, market  Climate and sustainability factors  CSR factors  Foreign trade/ IR  Regulators  Legislation  Politics  Etc. Etc.

19. Morgan, G (1989) Creative Organisation Theory, Sage, London pg 26. Barney, JB and Griffin, RW (1992) The Management of Organisations: Strategy, Structure and Behaviour, Houghton Mifflin, Boston MA. Huczynski, AA and Buchanan, DA (2001) Organisational Behaviour, 4 th edition, Prentice Hall, Hemel Hampstead. Thompson and McHugh (1995: 3) ‘consciously created arrangements to achieve goals by collective means’ Thompson, P and McHugh, D (1995) Work Organisations: A Critical Introduction, 2 nd edition, Macmillan, Basingstoke. Schein, E.H. (1988) Organizational Psychology, third edition, Prentice-Hall ; pg 15 Schein ‘the planned co-ordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through division of labour and function, and through a hierarchy of authority and responsibility’. Drucker, P. F (1989) The Practice of Management, Butterworth-Heinemann, Oxford. Handy, C. B (1993) Understanding Organisations, 4 th ed, Oxford University Press, New York. Full module reading list: http://resources.jorum.ac.uk:80/xmlui/handle/123456789/15118 References

20. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/).http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author Smita Tripathi InstituteUniversity of Plymouth Title Introduction to Organisations and its context Date Created 01/06/11 Educational Level Level 4 Keywords UKOER, LFWOER, UOPCPDLM, Leadership, Management, Continuous Professional Development, CPD, Work-based Learning, WBL Creative Commons License Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved