1. AN INTRODUCTION TO ORGANISATIONAL BEHAVIOUR1
AN INTRODUCTION TO ORGANISATIONAL BEHAVIOUR
Amanda Werner

2. Learning outcomes
Define the term “organisational behaviour” and discuss the multidisciplinary nature of this field.
Give an overview of contemporary organisational structures and designs.
Provide a profile of the 21st century manager and employee.
Examine the challenges facing South African organisations with regards to organisational behaviour.

3. Introduction
Organisations are managed in order to achieve goals and objectives.
The focus of organisational behaviour is organisational design, management, teams and the interaction between people and their working environment.
An organisation is a collection of people who work together to achieve a variety of goals.
Behaviour in an organisation refers to the behaviour of the individuals and groups within the organisation, as well as the interaction between members of the organisation and their external environments.

4. Components of organisational behaviour
Organisational behaviour embraces an understanding of
people’s behaviour
the management process
the organisational context
interaction with the external environment

5. Interrelated dimensions of the organisation
The individual
The group/team
The organisation
The environment

6. The interdisciplinary nature of organisational behaviour
Overt aspects
Vision, technology, equipment, layout, dress code
Covert aspects
Values, assumptions, conflict, communication, perceptions, feelings, needs, group dynamics

7. The interdisciplinary nature of organisational behaviour
Multidisciplinary behavioural science
Psychology
Anthropology
Sociology

8. Organisational design and structure
Purpose:
To coordinate the efforts of interdependent groups towards attaining goals
To ensure information distribution and effective decision making
To provide a formal framework for jobs, tasks, functions and relationships

9. Span of control 1 4 16 1 64 8
256 64
512
1024
4096
4096
Span of 4
Span of 8

10. Organic structures
Flexible networks of multi-talented people performing a variety of tasks
Change oriented
Foster creativity
Generalists performing flexible tasks
Authority decentralised
Broad-based decision making
Lateral communication patterns

11. Matrix structure Members grouped by functional and project team
Report to two managers
Possible problems:
Unclear lines of authority
Significant dependence on information technology
Increased job dissatisfaction
Increased stress
Individual contribution less definable
Limited promotion opportunities

12. Other forms of organic organisations
Virtual organisation
Network organisation
Boundaryless organisation
Shamrock organisation

13. Organisational behaviour and the 21st century manager
Management is the process of working with and through others to achieve organisational objectives in an efficient and ethical manner.
21st century managers question old assumptions about how people in different geographical locations work together.

14. Competencies of a 21st century manager (Gordon, 2002: 150)
Adaptability
Knowledge and application of best practice
Intercultural competencies
Information technology skills
Critical thinking skills
Creativity
Interpersonal effectiveness

15. Challenges for organisational behaviour
Managing in the global environment
Adapting to discontinuity and change
Achieving excellence through the management of human capital
Utilising information technology for knowledge management
Managing a diverse workforce for competitive advantage
Developing organisational ethics

16. Managing in the global environment
People of different countries and cultures perceive work and life differently (motives/expectations)
The emergence of virtual teams
Virtual teams pose unique challenges to leadership.
Cohesion and trust need to be created through shared goals.
Planning and design are key factors in the success of a virtual team.

17. Adapting to dicontinuity and change
Changing external environments
Work environment often “temporary”
Organisations in constant state of flux
Managers and employees need certain characteristics to cope in a changing environment

18. Achieving excellence through the management of human capital
Effectiveness
Efficiency
Total quality management
Employees need to share their knowledge, insight and experience so that the company can have a competitive advantage
Engagement

19. Utilising IT for knowledge management
Using people to achieve innovation and creativity
Knowledge management – need to distribute knowledge/culture of putting knowledge into action
Tacit knowledge
Use of various types of technology
Minding organisation (Rubinstein & Firstenberg)

20. Managing a diverse workforce as a competitive advantage
Diversity also arises from cultural, political, language, gender, religious and other differences.
Diversity can become a company’s competitive advantage (decision making).
Companies implement diversity training programmes.
Need to identify shared values.

21. Developing organisational ethics
Good ethics in a company equals good reputation of company in the market
Corporate social responsibility
Values of the organisation are reflected in the behaviour of its employees

22. Conclusion An organisation needs to adjust to a changing environment.
Successful organisations have developed more adaptive cultures that embrace integrated product design teams, teamwork, quality, diversity, a global outlook and continuous learning.