Organisational Behaviour Customer Inserts His/ Her Name Customer Inserts Grade Course Customer Inserts (Customer Inserts Date) Contemporary issues in Organisational Behaviour 2011 and onwards Organisational Behaviour is defined as “the study of individuals and their behaviour within the context of the organisation in a workplace setting…
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Organisational Behaviour is a vast subject, catering to studies pertaining to employees; their motivation strategies, their productivity, their dedication to the organisation they work in, their emotional complexities, the role of workplace environment and peers. Indeed Organisational Behaviour is a detailed research-based subject for determining the factors influencing workplace settings and employees and how to increase their productivity. Hence, for organisational welfare, the knowledge of organizational behavior is unquestionably important. Traditional Organisational Behaviour theories, or initial theories, had been sufficient to cater to the traditional organisational settings. Originally, before the technological advent of computers and the never ending internet connectivity, organisations meant a workplace divided into numerous cubicles with the employees milling about their regular office chores, only leaving their cubicles during lunchtime, and at times working overtime through the night in their respective offices. Supervision was generally done by observing the employee performance through the tinted cubicle glasses, providing assistance and motivation on spot. However, with rapid technological advancements in the form of software developments and easily available internet connectivity, the typical meaning of “organisation” and “workplace” has also evolved. Dictionary.com now defines ‘organisation’ as “a business or administrative concern united and constructed for a particular end”, with no reference to the physical aspect of the organisation. Technological advancements has made “work-from-home” possible, just as “carrying office around” is possible due to the development of gadgets. People do not spend night time working in offices, and most organisations do not have an office space for all their employees – “working at a distance” has gained popularity as a part of increasing efficiency and cost-cutting strategies of all businesses. This has posed significant challenges to the traditional organisational behaviour theories, posing contemporary issues evolved due to the change in work environments. Firstly, due to technological developments, work can hardly be uniquely distinguished from life. Organisations have undergone immense structural reforms like de-layering, outsourcing, atomisation, casualisation, horizontal linkages, devolution etc. (Murray, Poole & Jones, 2006, p.18-19). Each of these reformations have caused a change in organisational and employees’ behaviour and hence posed challenges to the organisational behaviour theories. De-layering implies the elimination of middle level management due to technical support, flattening the organisational structure of hierarchy and increasing lower level management coordination directly with the top-level management (Murray, Poole & Jones, 2006, p.18-19). Traditionally, middle level managers have served the purpose of buffering the communication between the upper and lower levels of management. Outsourcing implies part of an organisation’s value chain being produced by other organisation collaboratively (Murray, Poole & Jones, 2006, p.18-19). This phenomenon has recently spring to light after the worldwide economic crisis
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(Organisational Behaviour Essay Example | Topics and Well Written Essays - 1500 Words)
“Organisational Behaviour Essay Example | Topics and Well Written Essays - 1500 Words”, n.d. https://studentshare.org/management/1392897-organisational-behaviour.
Firstly, the concept of informal group has got great significance in modern human resource management practices since this idea offers extensive benefits to employees and thereby to organisation as a whole. Human beings as social animals, wish to get respect, power, and autonomy.
In an attempt to accomplish this study, the details of the events that occurred at work during the week have been noted down. The approach of noting down the various events taking place in the workplace would facilitate the process of understanding the theoretical concept of organisational behaviour, as it is very practical and beneficial.
The metaphors that will be discussed for this study are the image of an organisation as an organism, and an organisation as a culture. The organisation studied in relation to these metaphors is IKEA, the home furniture retailer. Relevant examples within the organisation’s evolutionary process will be given where necessary to illustrate the significance of the metaphors in question.
Organisational behaviour has therefore grown to be defined through the limits of the interactions between the individual and team as well as the interaction between teams and the individual. Groups differ sharply from teams due to the value and function. Groups are defined and identified by the primary purpose of interaction and sharing of information with the goal of helping the individual perform within their allocated individual areas (Scott, 2007).
1. Considering a negative experience one has had as a customer in interacting with an employee of an organisation. Using knowledge of OB to analyse the possible cause of this employee’s behaviour. 2. There’s no such thing as ‘stress’ since it is in an individual’s mind, and just an excuse to take time off from work.
Organisational behavior is a descriptive subject and it has been under study for so many years. This study is ongoing and with time there may be different changes observed in the behavior of the employees and human resources in general. The benefits of the discipline are experienced by all managers and they have been able to develop effective outcomes.
Demographic factors include the socio-economic background you come from, your age, your gender, your race, your nationality etc. Organisations are on a look out for people that belong to a good socio-economic background, have good education or are young as such people are thought to be better performers than others.
As such, this paper has been designed to critically discuss and evaluate how a manager might set about achieving change in an organisation’s culture. The paper starts by explaining the concepts of change and culture in order to gain a clear understanding on the main issue surrounding the topic.
In most cases, people participate in different activities in an organisation as could be motivated by other issues that could enhance or challenges their output, which does not only affect their individual performance but also that of the company (Brooks, 2003, p.73).
y especially in the context of every day life and events, and even where it appears to be clearly demonstrated by such global entities as JF Kennedy and Nelson Mandela, we find on analysing these ‘leaders’ that they have little in common in terms of education, character or
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