Organizational Behavior
Organizational Behavior
Session 1 – StructureIntroductionManagers have to deal with new topics: motivation, non-hierarchical relationships, teamwork, quicker decision making … 2 types of skills:Technical skills: traditional and information managementSoft skills: people and network managementOB: interdisciplinary field for understanding and managing people at work (individuals groups organization) sociology/psychology/anthropology/management/medicine/economicsI. From modern Times to nowadaysMODERN TIMESCONTEMPORARY TRENDSActivityPredictableUnpredictableProductsLimited variety, standardizedHigh variety, customizedStrategyVolumeCost domination VS differentiationOrganizational designCentralized, tight controlDecentralized, matrix, double reportWork organizationHighly standardized, specific, stableConstant evolutionCompetenciesFollow ordersAutonomy and responsibilityMain motivation SalaryInteresting job, salary, opportunities …II. Organizational structures1. Definitions Organizational structures: the way individuals and groups are arranged with respect to tasks they perform and the distribution of authority
Organizational design: the process of defining and operating an organizational structure. It can be vertical (hierarchy) or horizontal (according to specialization). goals (opposite forces):differentiation specializationintegration coordination 2. Options of organizations3 structures’ options:1. Functional design2. Multi-divisional design 3. Matrix4 symptoms indicate structural weakness: – delay in decision making- poor quality of decision making- lack of innovative response to changing environment- high level of conflictConclusionThe objective of organizational design is to balance differentiation and integration, which are opposite forces. There is no “best way”, each structural configuration is a balance between compromising and optimizing. Currently, the trends are dedifferentiation and flat organizations (less hierarchy). Session 2 – Groups and teamsIntroductionGroups/teams are an intermediate between individuals and organization; it constitutes a body of its own rights, with its specific dynamics and functioning. Key conceptsGroups (size): a number of people who interact with one another, are psychologically aware of one another, perceive themselves as a group.Teams (awareness, interaction, shared objectives): a small number of people with complementary skills, committed to a common mission/performance goals/approach for which they hold themselves mutually accountable. I. Team assetsAdvantages of a teamDisadvantages- greater knowledge and facts- broader perspective on issues- more alternatives considered- greater satisfaction with, support of decisions- better problem comprehension Groups are better at making decisions- less speed- Compromise can damage decision (“highest common view syndrome”)- negative social pressure- individual domination- interference of personal goals- less sense of responsibility