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Aim
Introduce organisational behaviour and explain its importance to the engineering manager.
Recommended Texts
a) D Torrington & L Hall; Personnel Management, A new Approach
b) J Storey ed. New Perspectives On Human Resources Management
Definition
It is the study of people at work. The systematic study of the action and attitudes that people exhibit within
organisations. The study of OB is important to the engineering manager as this assists him to predict,
explain and control human behaviour. It studies factors that affect productivity, absenteeism and turnover
(rate at which people leave an organisation). More specifically we examine the basic concept of values,
attitudes, personality, learning, motives, perception, job design and group behaviour.
Values
Motivation
Attitudes
Perception Individual behaviour
Personality
Learning
Ability
Values
These are basic convictions that a specific code of conduct is socially correct or preferred. The set of values
form a value system. The value system is defined by the importance attached to issues like freedom,
honesty, self respect, equality, obedience and pleasure. Values are relatively stable are based on those
values originally as accepted as children’s.
Level 2; Tribalism
High dependency on others, influenced by tradition and power exerted by others.
Level 3; Egocentric
Individual are aggressive, selfish and respond to power.
Level 4; Conforming
Unable to tolerate those with different values
Level 5; Manipulative
Materialistic and seek higher status often by manipulating others to achieve their goal.
Level 6; Sociocentric
They are repulsed by those in levels 3, 4 and 5. They try to get on with others (nice guys).
Level 7; Exicentral
High tolerance of others with different values. Opposed to status symbols and arbitrary use of power.
Older Employees
Generally characterised by levels 2 and 4. Those who entered industry in the 1960s are usually in level 7.
Those who entered in the 1980s and 1990s are in level 5.
Attitudes
These are evaluative statements (either favourable or not) concerning people, object or events. They reflect
personal feeling.
Peripheral Attitudes
Due to events that may have happened.
Attitudes are often shared within an organisation and as such are included in the culture of that
organisation.
Discrepancies between attitudes and behaviour occur due to group and social pressures.
Personality
This is what you can see about a person. There are surface traits (conspicuous and evident) and source/
underlying traits (hidden). There are 4 key personal attributes. These appear to have direct relevance in
explaining and predicting behaviour.
Locus of Control
This basically refers to whether the individual perceives outcomes as controlled by themselves or external
control. People with an internal locus of control believe they can control their destiny, are satisfied with
their jobs and are highly involved and they evaluate their performance.
People with an external locus of control believe life is controlled by outsiders and tend to be less satisfied
by their jobs, reluctant to criticise themselves, less involved and tend to blame others for their failure.
Authoritarianism
It is belief that there should be status and power differences between people in organisations. Intellectually
rigid, judgmental of others, differential to superiors (yielding to superiors). They perform very well where
conformity to rules and regulation is required. They are happy working in a structured environment and are
unsuitable for a job where a high sensitivity and tact is required.
Machiavallianism
Pragmatic (treat things from a practical point of view), maintain their emotional distance (emotionally
stable) and are highly manipulative. They perform very well where bargaining skills are required and where
there is a high reward for success. They believe that the end justifies the means. These are forceful and
relentless.
Risk propensity
Individuals who tend to make rapid decisions and tend to use very little information. Perform badly where
great care is required e.g. stock broking, auditing etc.
Personality Types
Realistic Investigative
Conventional Artistic
Enterprising Social
Perception
It is a process by which individuals organise and interpret their sensory impressions to give meaning to
their environment. Different individuals can observe the same thing and perceive it differently. Two
theories of perception are;
Attribution theory
When we observe behaviour we classify it as being internally or externally caused. This depends on
distinctiveness, consensus and consistence. The internal forces relate to personal attributes such as ability,
skill, fatigue or effort. External forces relate to environmental factors such as organisational rules and
polices (which are beyond personal control)
Perception is also used in making quick judgements about people and situations. Often we cannot
assimilate all we observe so we engage in selective observation and make quick judgements.
The Halo-effect
It is a process by which the perception of a person is formulated from the basis of a single favourable or
unfavourable impression. So the halo-effect tends to shut out other relevant characteristics of that person.
Learning
It permanent change of behaviour as a result of experience.
Environment
Law of effect
Modelling Shaping
Behaviour
Modelling
Responsible for rapid change in behaviour, usually on our observation of a role model.
Motivation
It is the willingness to do something to satisfy a need. Examining the basic motivational process we see that
an unsatisfied needs create a tension which stimulates a drive which generates a surge to find or achieve
particular goals which if attained will satisfy the need, thereby reducing the tension;
Unsatisfied need
Tension
Drives
Search behaviour
Satisfied need
Tension reduced
Self
Actualisation
Esteem step 2
Social
Safety step 1
Physiological
In general the lower needs (step 1) are externally satisfied while the higher (step 2) ones are internally
satisfied.
Physiological
Homeostatic needs, (hunger, thirst, sexual desire).
Social
Love, affection and friendship.
Esteem
Confidence, reputation, prestige and status.
Self actualisation
Realisation of one’s full potential.
Theory X
Employee’s inherently dislike work and will attempt to avoid it. Since they dislike work, they must be
cohersed, controlled or threatened with punishment to achieve desired goals. Employees will shake
responsibility and seek formal direction whenever possible. Most workers place security above all other
factors associated with work and will display little ambition.
Theory Y
Employees can view work as being natural as rest or play. A person will exercise self direction and self
control if he is committed to the object. The average person can learn to accept or even seek responsibility.
Creativity is widely dispersed throughout the population (organisation) and not necessarily the sole
province of management.
Comments
The central principle of theory X is directional control. This approach can result in an authoritarian type of
management. Theory X is used where the job offers little rewards or opportunities. The central principle of
theory X is the integration of individual and organisational goals. Theory Y is used when commitment is
most important e.g. voluntary organisations.
Hygiene factors
a) supervision (most important)
b) working conditions & salary
c) peers/ colleagues
d) personal life
e) surbodinates
f) status
g) job security (least important)
Motivators
a) achievement (most important)
b) recognition
c) work
d) responsibility
e) advancement
f) growth (least important)
a) High achievers like to improve and receive encouragement. They dislike gamble but like an
achievable gamble. Money is not an incentive but may act as a means of giving feedback on
performance. Achievers only value high pay as a symbol of successful task performance and goals
achieved.
b) The need to have impact and control over situations. People in this category are concerned with
gaining power over other people and are less interested in their performance (megalomaniacs).
c) Desire to delight and be respected.
Equity Theory
It focuses on people’s feelings based on how fairly they have been treated in comparison to treatment
received by others. It is based on the exchange theory. Employees compare their rewards with their inputs.
They also compare inputs and output ratios of others. If equity is not found people may take one of the
following five actions:
Hourly paid and underewarded people produce a low output of poor quality goods. People paid for who
consider that they are underewarded tend to produce a high number of poor quality goods.
Group Classification
a) Command Group - comprises subordinates who report to a section leader (mahobho)
b) Task Group - intact discipline established to accomplish a specific task e.g. disciplinary
committee
c) Interest Group - comprises of people who come together to achieve a particular objective
although they are not organisationally alike e.g. trade unions
d) Friendship Group - social group formed on an informal basis (boozers’ club)
Group Development
It is a dynamic process. Although groups are in a continuous state of change, four specific phases can be
identified.
Forming
In this stage members are uncertain of their purpose, group structure and leadership. This stage is complete
when members accept their group role.
Storming
Characterised by intra-group conflict over the heirachy / leadership. This phase is complete when the
heirachy has been established.
Norming
In this phase close relationships develop and a cohesive group forms. This phase is complete when the
members develop a common acceptance of behaviour and expectancy.
Performing
The group is relatively stable and functional. The hierarchy and relationships have been accepted and the
emphasis is now on performance and achievement of goals.
Group Structure
To understand it we must examine three basic concepts; roles, norms and status
a) Roles - all members of a group assume a particular role and the key to understanding behaviour
is to identify the role played by a person. Certain attitudes and behavoir are consistent with a role
(role identity). A person’s view on how they should behave in a particular role is termed role
perception and this is based on the interpretation of how we believe we are supposed to behave in
certain situation. This introduces a physiological contract which is unwritten, i.e. an unspoken
agreement between employer and employee concerning each other’s role.
b) Norms - all groups have established norms i.e. acceptable standard of behaviour. There are some
common norms whish develop gradually as group members learn what is necessary for a group to
function effectively. Norms develop through statement made by group leaders, history, how group
members follow accepted precedence and carry over in which norms are imported as members
join from other groups. Norms assist the group to survive and also the members to predict the
behaviour of others. Norms reduce personal embarrassment as members know how to behave
within a group.
c) Status - grading or ranks within a group. It can formally be given by title or informally by other
members of the group. Low status personnel usually work smoothly if their actions are initiated by
high status personnel. Similarly if high status personnel believe that their action are stimulated by
low status personnel problems may occur.
Group Behaviour
Variables affecting group behaviour are;
a) Personality - plays an important part in determining group behaviour
b) Group size - affects the overall behaviour of the group. Five to seven is the optimum size.
c) Similarity - heterogeneous perform better than homogenous as they posses more diverse abilities
and a wider skills range.
Group Cohesiveness
It is influenced by;
a) time spent together
b) severity of initiation
c) group size
d) external threats increase cohesiveness
e) previous successes increases team spirit and cohesiveness
HUMAN RESOURCES MANAGEMENT
a) Personnel
b) Hard
c) Soft
d) Business
e) Span of focus
f) Labour process
Definition
It is the set of polices designed to maximise organisational integration, employee commitment, flexibility
and the quality of work. HRM considers people as its most important asset in order to get productivity and
quality by forging a close relationship between management and the workforce. HRM can be considered
under four main areas.
Integration
This is the integration of human resources policy and the strategic plan. This should filter on to integrating
the human resources policy with management polices, emphasizing the attitude and behaviour of line
managers.
Commitment
The importance of commitment is based on the assumption that committed workers will be more satisfied,
productive and adaptable.
Flexibility
Only becomes feasible if employees at all levels display high organisational commitment, trust and high
level of motivation.
Quality
The HRM policy should ensure good quality of the processes, products and staff both in terms of
performance and public image.
Company A Company B
(soft – motivation , (hard – firm alignment of
team work, leadership) employees with company needs)
Social Reformer
Acolyte of Benevolence
Human Bureaucrat
Consensus Negotiator
Organisation Man
Manpower Analyst
Human Resources Management
Hard Version
Employees are treated as just another element of the input output equation. It is concerned with increasing
employee utilisation i.e. cost effective approach. Managers are bent on convincing the employees to accept
that their interests coincide with those of the organisation.
Employees are involved in the improvement of quality and productivity but are unlikely to be involved in
the decision making. Machine utilisation is considered more important than employees. Companies are
more focused on short term benefits rather than investing in people and focusing in long term benefits.
Soft Version
This approach emphasises communication, motivation and leadership. It recognises that employees cannot
be treated just as another resource because people have emotion and intellect. Thus there is more emphasis
on strategies of gaining commitment by informing employees about the company’s mission, values, plans
and also involving them in how work should be managed. A pherarist view is taken which recognises that
the needs of employees will not always be the same with those of the organisation.
Social reformer
Motivated by the excess of industrial revolution.
Acolyte of benevolence
Welfare officer, Christian charity of the employer e.g. Carlsburg, Lever Brothers, UB40, sick pay.
Human Bureacrat
Careful selection of employee, training and placement.
Organisation man
Considers the effectiveness of the whole organisation (Wholistic approach). Aligning the organisation and
the management development of employees.
Manpower Analyst
1980s’ human asset, accounting manpower planning emphasizing the demand and supply equation.
HRM issues
a) polices differ depending on strategy
b) can a company-wide policy work
c) will strategies always result in HRM type activity (commitment, flexibility, quality)
d) does matching HRM polices to business strategy mean reduction of labour costs
HRM activities
a) employee relations
b) recruitment
c) training
d) manpower planning
e) redundancy and dismissal
f) discipline and grievance procedures
g) payment administration
h) health and safety
i) appraisal and job evaluation
j) organisation management
k) fringe benefits
Human & Industrial Relations (employee relations and managers’ responsibilities)
Accident
“It is a random, multi-factor event which causes person(s) to fail to cope with their environment. A
dangerous occurrence is said to take place when similar random multi-factor events come together in a such
a way as to cause a non-injury accident to happen, or one that stops short of an accident taking place.”
(from the Handbook of Safety Management, Rodger Saunders, 1991)
lack of control
basic causes
immediate causes
incident loss
All employees
a) cooperate by following set established safety systems
b) obey safety rules, especially those on wearing protective clothing and equipment
c) report accident without delay and take care
Safety Inspections
a) can identify problems
b) asses effectiveness of health and safety initiatives
c) must result in ACTION
d) should involve management and safety represantatives
e) inspectors should be trained
Recruiting
a) the need to know about the job (is the job necessary, can you use cover (kukavhira)
b) to know the type of person to do the job (qualities and attributes)
c) the best means of attracting the suitable range of applicants
d) the assessment for suitability of the candidates
e) induction into the company and follow up
f) review effectiveness of procedure
Alternatives to recruitment
a) subcontracting/ use an agency
b) cover up
c) automate
d) make job part time/ stagger (use overtime)
e) reorganise work
Selection Methods
a) application forms
b) self assessment
c) telephone screening
d) interviews
e) assessment centres (employment agencies)
f) work sampling
g) references
h) testing
i) other methods
Current HRM interests
a) performance appraisal
b) leadership
c) team building
d) performance related pay
e) communication
f) suggestion schemes
g) psychometric testing
h) training
i) education
j) health and safety
k) risk analysis
l) environment
(these are not always done in ways that help New Production System (NPS), more of the latest facts is not
enough)
Manufacturing Approaches
MRP (1-2)
A computer driven push system of work floor which requires great accuracy of data and strict adherence to
a schedule.
CIM
The application of computers to manufacturing.
GT (Group Technology)
Product centred manufacture. Groups of employees produce whole products (not just parts) and is usually
part of JIT.
Traditional
A push system of work floor sometimes with computers, with little attention to quality improvement and is
a process focused organisation.