Understanding organisation and comp

ORGANIZATION
 A group of people united by a common purpose
 A process by which employees, facilities and tasks are
related to each other, with a view to achieve specific
goals
 A structure of relationships between various positions in
an enterprise

FEATURES OF ORGANIZATIONS
 Two or more persons
 Common goals
 Cooperative effort
 Division of work
 Communication- mainly downward
 Rules and regulations
 Pyramidal structure- org structure

ORGANIZING
The process of prescribing formal relationship among
people and resources to achieve goals

MANAGING
PEOPLE &
ORGANIZATIONS
The Gateway to Career Success

ORGANISATIONS
ARE LIKE LIVING ORGANISMS
 Sometimes it can be useful to compare an organisation to a
living organism, perhaps to a person. This means that, in order
to understand an organisation, it is useful to:
 know something of the history (important moments, traumas)
 know about the context (situation in the country, position)
 know how it relates to others, now and in the past
 know how it solves problems (difficulties, solutions)
 know about its image, and self-image
 know something about its habits (in ways of working).

MANAGING PEOPLE & ORGANIZATIONS
Why study Organizational Behavior?
 To improve effectiveness
 Non-technical skills are the gateway to
success
 Technical skills alone are not sufficient for an organization
or individual to be successful
 Graduates of this program cite managing people as their
#1 developmental issue

Is Organizational Behavior pretty much
common sense?

What is an organization?
 Any group working together to achieve common goals
 Must have an ongoing purpose
 Includes corporations, government agencies, family
businesses, non-profits
 Organizations exist within organizations

Why would an organization perform better than an equal number of
individuals acting independently?
 A Common goal can generate synergy
 Organization solves the problem of quantity but not complexity
 Individuals have limited capacity
 Organizations need specialized skills
 Cooperation among Specialists should increase potential
 Performance is a function of the cooperation effectiveness
 All of this depends on teamwork

What do managers do?
 Accomplish tasks through others
 Make decisions
 Allocate resources
 Achieve goals

Framework for management
 Plan – define goals, establish strategy, plan and
coordinate activities
 Lead – motivate workforce, direct activities,
communicate, resolve conflicts
 Organize – design structure, assign tasks, decide
on roles, define reporting relationships
 Control – monitor activities, correct deviations,
compare to goals

What do managers need?
 Technical skills,
 Non-technical skills,
 Analytical skills

MANAGEMENT IN ORGANIZATIONS EXISTS ON THREE
HORIZONTAL LEVELS: OPERATIONAL CONTROL, MANAGERIAL
PLANNING AND CONTROL, AND STRATEGIC MANAGEMENT
(FIGURE 2.19)

2-15
OPERATIONS CONTROL
 Make decisions using predetermined rules that have
predictable outcomes
 Oversee the operating details of the organization

2-16
MANAGERIAL PLANNING AND CONTROL
 Make short-term planning and control decisions about
resources and organizational objectives
 Decisions may be partly operational and partly strategic

2-17
STRATEGIC MANAGEMENT
 Look outward from the organization to the future
 Make decisions that will guide middle and operations
managers
 Work in highly uncertain decision-making environment
 Define the organization as a whole

STRUCTURE
HUMAN
RESOURCE
POLITICAL
SYMBOLIC
Deal, T., Bolman, L. (1991)
Reframing Organizations
FOUR
PERCEPTUAL
FRAMES

THE 6 BUILDING BLOCKS OF
ORGANIZATIONAL STRUCTURE
1) Chain of Command

3) CENTRALIZATION
 Who makes the decisions in an organization?

4) SPECIALIZATION
 Also known as division of labor, specialization

5) FORMALIZATION
 formalization also takes into account the degree to which
an employee’s tasks and activities are governed by rules,
procedures, and other mechanisms.

6) DEPARTMENTALIZATION
 Departmentalization refers to the process of grouping
jobs together in order to coordinate common activities
and tasks.

2003 McGraw-Hill
Australia Pty Ltd PPTs
t/a Organisational
Behaviour on the Pacific
Rim by McShane and
25
Core
Company
Product
Development
Company
(Australia)
Call Centre
Company
(NZ)
Accounting
Company
(Australia)
Manufacturing
Company
(Malaysia)
Distribution
Company
(Singapore)
NETWORK ORGANISATIONAL
STRUCTURE

FEEL FREE TO
DISCUSS ANY
POINT
Thank you

Understanding organisation and comp

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Understanding organisation and comp