Understanding Behaviour in Organisations

Social Cognition

Attributing ones own behaviourto context or circumstances

Attributing other behviour to personality

Personality Theory

Identity Theory

Psychodynamics:Understanding thesubconcious

Subconcious needs and conflicst of workers vs. Demands of Work

Ego(in touch with reality)

Id

Subconcious conflicts and needs

Superego

Social Demands

Learning

Memory

New

Language

Race

Gender

Two Structuresmerged into onespecificallyymerger of financialDepartment is seenas problematic anddone last

Aims of Management

Restructuring:"integrate all of the teams, including Deposta’s remote operational company accounts staff"

List of changes in the new company

New Companysize

company merger(larger with smaller)

New Staff

New Teams

Creation of New Teamsfrom absorption of the old teams

New Leaders

New Team Leadersand Team Mangers

Some of themare new to the role

Come from bothcompanies

New GeneralSturcure

Move a awayfrom Orcato

"healthy and positive work environment"

Avoiding redundancies

Aims of employees

Not loosinganything

Gaining something

Current differences

Oraco (larger)

Team Structure

Magagementrole

Close Leader

Manager Leads

Geografically Close Teams

All in same building

More Team based

Loyalty based

Permanent Staff

More Loyaltyand company ties

No Reward System

Team reportsto Mangaer

Less independence

Deposta (smaller)

HirarchicalStructure

Team Structure

Management rolge

Distant leader

Manager Oversees

Geografically Distant Teams

Remote FinanciealDirector

Remote operationalcompanies

Less Team based

Less Loyalty based

Much Temporary Staff

Hire and Fire

Less loyalty andcompany ties

Reward System

Team reportsto Financial Director

More independence

Possible effectsof Changeand Transformation

Changes leading toenhanced Work Productivivy

Possible Gain:Increased Productivitythrough teams

Team Theory: Bodin?

Increased Productiviythrough leader

Increased Productivitythrough non-distant leader

Theory: Psychodynamics

Changes leading todecrease in Social Satisfaction

Possible Problems: fearof loosing current statusdue to change inTeamSturcure

Mgmt. avoidingredundancies:

Not all old leaders might make it

Final Compostion of teams is yet undecided

Possible Problem:Stress

Competition amongold company teams

"dissenting comments amongst the staff of Deposta, who have the view that as the Oraco teams are already established"

New Structure wasimposed by the newcompany board

Possbile Problem:Ignoring Knowledge and Status of employess

No one has beenasked - merger was decidedby the two boards

No furher consultation with staff planned

Satisfaction with Pay and Condition(economic factors= early 20th belief)

Taylorism/ Fordism(W. "Speedy" Taylor)"Scientific Management"

workers primarilymotivated by pay

"Shaping the perfect worker"

Impact of technolgoy(Hawthorne St.)

Satisfaction of social needs(interpersonal factors)

"Human Relations"(Elton Mayo)

Insights through"Hawthornes Study"

Status of the individual

Sense of belonging

Need for Recognition

Groups powerful for Motivation(i.e. formal/ informal)

Shaping of GroupAttitudes

Treatment by Supervisors

Bullying

Social Oranisation (Teams)

Company Policies

Work demnds and social needs needto be balanced

Shaping the "perfect worker"

Vs.

"the needs of "the sentimental worker

The individual

Efficiency ("what makes a good worker / leader")

Human relations

Social needs

Group Behviour

Formal / Inform Groups

The organisation

Organisational Constraints

Organisational Culture

Exeptions possible:

Leadership = individual and group based

Morgans 6 Metaphors

Biological Organism

Machine

Politics

Brains

Tavistock Institute

Organsiations as socio-technicalsystems

both, technological and socialsystems must be interrelated fora company to work optimally

Focus on 3 specific Areasof Occupational Psycholgoy

LeadershipProblematic in General:"research has failed with tocome up with definitive modelof good leadersphip. Yet thenotion of contigency is a usefulone to draw upon"Problematic: Theories are hard to testa) in realtiy nobody wants themb) in a test facitliy no ecol. val.c) only correlational dataon style and output availableand thus difficult and hardto measure d) Meindl and Ehrlich (1987)- Leadership is seen as moreinfluential than it really is-research fails to measuregroup performance and company structuree) more important theoriesalso look at the the relation-ship process

Theories

Trait Approach("Great man theories") early work focussing on what personality traits makea good leader)--> Problematic becausea) characteritics are not expressedconsistently across all studies and situations. b) Environmentshave an impact: 1. leadership taskand and 2.) group characteristicsc) some traits may develope in theleadership role

More recent work based on metaanalysesLeaders:a) createvisionb) implement it

Lord et al (1986)Leaders: more conservatve- dominant - extrovert- intelligent-masculine- and better adusted

Kirkpatrick & Locke (1991)cognitive ability-drive- honestyintegrity-motivation-persistance-selfconfidence- and knowledge ofbusiness

Style Approach(what leaders do, nothow they describe themselves)Problematic: a) assume subordiatepespective is correct but attribut. theory. b) causality betw. leadershop stye and output unclear because studies based on correleational analyisd) suggests that leader performa uniform style across all persons and sit. e) leaders may not be real leaders

Michigan University (1960)Effective Leaders are:- more employee centred- more concerned about thewelfare of subordinatesIneffective Leaders:- more task centered approach

Ohio Univesity - consideration- Initiation Structure- Production emphasis- Sensitivity

Later Studies just focus on first 2 of those, now:- Employee centered- Production centeredjust one but not both

Stogdill (1963)Considerate leaderscreate pleasant atmoand high morale

Blake and McCanse (1991)Combination (on Leadership Grid)five mayor leadership styles:- Team Management (most for peopleand most for production)

Contingendy Theories(Styple depends on circumstandes - suggestingthat no style is appropriate for all situations)

Fred Fiedlers contingency model (1967)dep on both a) personality character.b) amount of control over sit.Assumes that for extreme cont. var. task centered leaders are best.Problematic: only leadership perspective butunclear how LPC influences the teamsperformance

Charcter

- High LPC

--> realationshipcentered

Low LPC scores

--> task centerd

Amount of Control det. by

High scores of 3 contingency var.

High accept in group

Highly struc task

Strong pos of Power(reward and punish.)

Output / Performance

Extreme cont. var.--> Low LPC leader

Moderate cont. var.--> High LPC Leader

Vroom and Yetten's normative decision model (1973)Using a decision tree- focuses on decicsion makeingand the degree to which dec. mak.involve subordinates.Postive: Reseach indicates that diverse methods of dec. making are seenas more effective.

Five Styles but no best style:Range from autocratic-consultative -group centered.

Style used depends on diff.variables

information / time

Quality needed

acceptance

Transactional vs.Transformational (Bass 1985) leadershipTansactional: Leader action only in returnfor work action/outputTransformational: Leaders are interested in the whole individual - not just the workerProblematic: Only correlational data for impacof style on output / satisfaction available

3 Features of his model

Transactional leadership

interested in the ind.only in terms of enhancingwork output

Transformational Leadership

interested in thethe whole inivid.

esearch suggests: most importantfor effectiveness and satisf. are- idealiszed influence (l= role mod)- inspirational motivation

Laissez faire leadership

leaders areindifferent

undesirable

Teams

Changes in Team Structure

Theories

Psychodynamics

A

B

C

Bullying