Managing Organizational Behavior
Managing Organizational Behavior
Chapter 4
Organizational Behavior
Definition: The culture and climate of the workplace significantly influence the behaviors and decisions of both managers and employees.
Organizational Culture:
Drives the organization's functioning.
Shapes interactions within the organization.
Described as "the way we do business."
Organizational Climate:
Refers to the emotional expectations held by managers and staff.
Examples include the distinction between a formal versus a relaxed climate.
Professionals often prefer climates that allow for job satisfaction and the fulfillment of their needs.
Organizational Change
Nature of Change: Organizations are in a constant state of change.
Impact of Change:
Change can create discomfort among employees.
Role of Manager in Change:
Facilitates changes in various areas including environment, technology, and personnel.
Planned Change Process:
Follows a structured process, often referred to as APIE (Assessment, Planning, Implementation, Evaluation).
Personal Implication of Change:
Employees often weigh the personal impacts of change before considering the agency's overall effects.
Managing Change
Identifying Consequences:
Managers must assess both the negative and positive outcomes of changes.
Creating a Trustful Environment:
Managers are responsible for fostering a climate of trust to help staff cope with concerns regarding change.
Pacing Change:
Managers need to control the rate of change to avoid overwhelming employees.
Collaboration and Negotiation:
Building collaboration and coalitions is essential for engaging employees and ensuring successful implementation of change.
Factors Influencing Performance
Awareness of Performance Factors: Managers should recognize the various elements that impact employee performance, including:
Attitude
Personality
Motivation
Perception
Learning Styles
Diversity
Group Dynamics
Groups
Formal Groups:
Created deliberately to achieve organizational goals.
Examples include task forces and committees.
Formal groups can accomplish tasks that may be too complex or numerous for individuals alone, such as the hiring of new personnel.
Informal Groups:
Emerge organically through social interactions, aimed at fulfilling personal needs.
Communication within informal groups occurs through the 'grapevine' (informal means).
The productivity of formal groups can improve with the dynamics of informal groups.
Group Development and Dynamics
Stages of Group Maturity:
Develops over time through several stages:
Forming
Storming
Norming
Performing
Re-forming/Adjourning
Factors Influencing Group and Individual Effectiveness:
Group Rank
Group Status
Group Role
Group Norms
Group Size
Group Cohesiveness
Manager and Groups
Effective Communication:
Effective groups share information freely, leading to greater efficiency and effectiveness among individuals.
Facilitating a Positive Work Climate:
Managers play a key role in creating a supportive environment where group members feel safe in discussing concerns and providing feedback on emerging behaviors.
Transitioning Groups into Teams:
With managerial support, effective groups can evolve into cohesive teams.
Teams
Primary Work Units:
Teams may serve as the essential functional unit within the organization.
Common Goals:
Teams are characterized by a shared set of goals.
Enhancing Performance:
Focus areas include improvements in productivity, quality, safety, and individual performance.
Role of the Manager:
The manager takes on the role of a team 'coach,' guiding and supporting the team in achieving its objectives.