Organisational Behaviour Lecture Review

Flashcards covering key definitions and concepts from the lecture notes on Organisational Behaviour, including management functions, managerial roles, schools of thought, organisational structures, and environmental factors.

Organisational Behaviour (OB)

A field of study that investigates the impact of individuals, groups, and structure on behaviour within organisations, drawing from psychology, sociology, anthropology, management, and economics. It helps managers predict, explain, and influence behaviour.

Planning (Management Function)

Deciding what, when, and how tasks will be done, bridging the gap between the present and a desired future (e.g., setting quarterly sales goals).

Organising (Management Function)

Structuring work, assigning tasks, and managing resources (e.g., creating teams, assigning roles).

Leading/Directing (Management Function)

Guiding, motivating, communicating, and resolving conflict among staff (e.g., inspiring staff during stressful deadlines).

Controlling/Monitoring (Management Function)

Tracking performance, comparing it with goals, and taking corrective action when needed (e.g., reviewing sales reports against targets).

Interpersonal Roles (Mintzberg)

Managerial roles that involve interacting with people, including figurehead, leader, and liaison.

Informational Roles (Mintzberg)

Managerial roles focused on collecting, processing, and disseminating information, including monitor, disseminator, and spokesperson.

Decisional Roles (Mintzberg)

Managerial roles related to making decisions, including entrepreneur, disturbance handler, resource allocator, and negotiator.

Classical School of Management Thought

A school focused on efficiency, structure, and rules, with key theorists like Taylor (Scientific Management), Fayol (Administrative), and Weber (Bureaucracy). Criticized for ignoring human needs.

Human Relations School of Management Thought

A school emphasizing social needs and group dynamics, championed by Elton Mayo (Hawthorne Studies). Criticized for overemphasizing the social side.

Systems School of Management Thought

A school viewing the organisation as an open system, influenced by theorists like Katz and von Bertalanffy. Can be complex to apply.

Contingency School of Management Thought

A school suggesting that 'it depends,' meaning the best management style fits the situation, with theorists like Burns & Stalker and Lawrence & Lorsch. Can be hard to generalize.

Neo-Human Relations School of Management Thought

A school focusing on psychological motivation, with theorists like Maslow, Herzberg, and McGregor. Findings are not always universally applicable.

Functional Organisational Structure

An organisational structure where departments are grouped by functions (e.g., HR, Marketing, Finance). Offers efficiency and specialisation but can lead to silo mentality and poor coordination.

Divisional Organisational Structure

An organisational structure based on product, geography, or market. Allows focus on specific products/markets but can lead to duplication of resources.

Matrix Organisational Structure

An organisational structure that combines functional and divisional structures, creating dual authority. Offers flexibility and a balance of expertise but can result in role conflict and power struggles.

Flat Organisational Structure

An organisational structure with few management levels, promoting fast decisions and employee empowerment but potentially lacking clarity.

Bureaucratic Organisational Structure

An organisational structure characterized by clear hierarchy, rules, and standardization. Provides stability and fairness but can be inflexible and slow.

PEST Analysis

An acronym representing Political, Economic, Social, and Technological factors that affect an organisation's environment.

Top Managers

Managers (e.g., CEO, VP) who focus on long-term strategy, vision, and direction for the entire organisation.

Middle Managers

Managers (e.g., Department Heads, Regional Managers) who translate top management goals into departmental objectives and coordinate activities.

First-Line Managers (Supervisors)

Managers (e.g., Team Leaders, Office Managers) who direct daily activities and supervise employees.

Functional Managers

Managers responsible for a single specific area or function within the organisation (e.g., HR, Marketing, Finance).

General Managers

Managers who oversee multiple functions or units within an organisation.