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Organisational system variables (Organisational culture (liability…
Organisational system variables
Organisational structure & design
Mechanised
-high specialisation
-rigid departmentalization
-clear chain of command
-narrow span of control
-centralization
-high formalization
Pros:
Higher productivity (individuals)
task are standardised
Little ambiguity
Cons:
Low job satisfaction(individuals)
Little control
little to no dicision making
no freedom and flexibility in work
Organic
-cross functional teams
-cross hierachical teams
-free flow of information
-wide spans of control
-low formalization
-decentralization
Con:
Pros:
High job satisfaction (individuals)
Freedom and flexibility in work
requires a lot of decision making
control overwork
OB Model is a general model athat defines the field of OB, defines its parameters and identifies its pimary dependen independent variable
OB Model
Independent Variables
Individual level) 1. Personality 2. Perception 3. Motivation 4. Behavior modification
Group level
1.Group dynamics 2.Conflict management 3.Leadership 4.Power and politics
Organisation system leve
l 1.Organisational structure & design 2.Human resources policies & practices 3.Organisational culture 4.Work stress
Dependent variables/ Outcomes of behavior
1. Productivity 2. Absenteeism 3. Turnover 4. Deviant workplace bahvaiour 5. Citizenship 6. Job satisfaction
Human resource policies & practices
Training & Development Programmes
Training Programmes can affect behaviour in the following ways:
Improving employee's potential to perform at higher levels= promotion
increasing an employee self-efficacy because employees may be more willing to undertake job task and exert high level of effort.
Improving skills for the employee to successfully complete his job
Examples: Basic Literacy, Technical Skills, Problem Solving and interpersonal Skills
Performance Evaluation (Appraisal)
Major objective is to assess accurately an individual's performance contribution as a basis for making reward allocation and promotion decisions. The content of the performance evaluation has been found to influence employee performance and satisfaction. Where performance and satisfaction are increased when the evaluation is based on result-oriented criteria; when career issues as well as performance issues are discussed; and when the subordinate has an opportunity to participate in the evaluation.
Example: Open vs Closed Appraisal, Self-Appraisal, Peer Appraisal, 360 Degree Appraisal.
Selection Practices
An organisation's selection practices determine who gets hired. Where if properly designed, they can identify competent candidates and accurately match them to the job. When an unsuitable candidate is chosen or when errors are made, the selected candidate's performance may be less satisfactory. Training or a replacement may be necessary. Where the chosen are unsuitable candidates are likely to feel tense, anxious and unrewarded for their performance. Increasing dissatisfaction with their job.
Examples: Interviews, Written Tasks, Performance-Stimulation Tests
An organisation's human resource policies and practices represent important factors for
shaping employee behaviour and attitudes
Work stress
Sources/causes of stress
1.Environmental factors 2.Organisational factors 3.Individual factors
Strategies to reduce stress
1.Individual approaches 2.Organisational approach
Organisational culture
It refers to a system of shared value and norms held by members.This system of shared meaning is a set of key characteristics that the organisation values.
different backgrounds, personalities,
experiences
Over time, evolve to a system of shared values
& Norms or meaning held by organisation’s
members
Favourable or unfavourable perceptions
Strong Culture
Values are intensely held and shared
high commitment to values= Stronger culture = high Agreement amongst members = cohesiveness, loyalty and organisational
commitment
organisation culture
Define boundary between organisation and countries
convey a sense of identity and facilitates generation of commitment to something larger than self-interest
liability
barrier to change
barrier to diversity
barrier to acquisitions and mergers