HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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Figure 15.2: Division of work by Product or Service Figure 15.3: Division of Work by Location Legend: R&D:- Research and Development P :- Product 162
M :- Marketing F :- Finance iv) Nature of the Work Performed Division may be according to the nature of the work performed where there is some special common feature of the work, such as: the need for speedy decisions, accuracy, confidentiality /security, or where local conditions require first-hand knowledge not immediately available elsewhere. Another example may be the grouping together of equipment or machinery which is noisy or which produces dust, fumes or unpleasant odours. v) Common Time Scales Division may be according to time scales, for example, shift working and the extent to which different tasks should be undertaken by different shifts. In a further education college, there may be separate departments or groupings to deal with the different needs of full-time day students and part-time evening students. Another example of activities grouped according to time is in a hotel. Activities in the kitchen tend to be short term, especially when guests in the restaurant are waiting to be served, and a range of different tasks have to be coordinated very quickly. Other activities, for example, market research and forecasting future room occupancy, are longer-term decisions, and subject to different organisational requirements. vi) Common Processes When common processes are used in a range of different activities, this may be used as the basis of division. This method of grouping is similar to the division by nature of the work, but includes, for example, the decision whether to establish a centralised resource centre for all departments of the organisation, or to allow each department to have its own service. In the manufacturing industries, a range of products may pass through a common production facility or configuration of machines which may be grouped together in a sinlge unit: for example, a batch productin engineering firm having departments based on like skills or methods of 163
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NATIONAL OPEN UNIVERSITY OF NIGERIA
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 15: Organisational Structure E
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 10: Work Groups UNIT 11: Commu
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Course Editor: Programme Leader: Na
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· Discuss the behaviour influencin
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MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
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(iii) The reference to management a
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Departmental heads, Supervisors, Fo
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in coordinating efforts occur becau
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For purpose of this book, administr
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UNIT 2 THE STUFF OF ORGANISATIONAL
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suggested by the economic security
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of organisational behaviour and a n
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*We see organizations as societies
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Mullins, L. J. (2000). Management a
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The common features of a formal Org
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of inefficiency was prevalent in th
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•Discipline •Unity of Command
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3. Explain clearly the different ty
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expectations that supervisor, thoug
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Many types of barriers which can oc
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who unable to leave. Such workers c
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without receiving benefits in retur
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It is however important to note (re
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processes that are not a response t
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UNIT 5: Content MANAGEMENT OF CHANG
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Technological Change: Everyone is k
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Sometimes changes are introduced wi
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iii. Even where change is socially
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3.8 MANAGING RESISTANCE TO CHANGE A
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Mullins, L. J. (2000). Management a
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It is the resource that enables a l
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influences other because they feel
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This basis of power is based on the
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7.0 REFERENCES French, W. L. and Be
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iv. Personal Achievement: here, the
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The relationship between status, oc
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UNIT 8: Content PERCEPTION 1.0. Int
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interpretation of the world around
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3. Past Experience: The selective n
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outstanding performance is attribut
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greatly influenced by their own cha
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elate to the social stimulus value
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Similarly individual are born into
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a) The Id is the unit that contains
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5. Genital stage (13 years and abov
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5.0 CONCLUSION We have in this sect
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At the end of studying this unit, y
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Besides, there are also other class
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a Socialization of New Employees: S
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(rewards greater than cost) of an o
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2. Eye Contact and Location of Memb
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Page 115 and 116: (v) Communication is also the neces
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Page 121 and 122: UNIT 12: MOTIVATION 1.0. Introducti
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Page 125 and 126: 3.2 THEORIES OF MOTIVATION There ar
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Page 133 and 134: The question is however often asked
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Page 139 and 140: satisfy their emotions and desires.
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Page 143 and 144: i. more workers are able to do vari
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Page 147 and 148: Thirdly, it is almost certainly tru
Page 149 and 150: “Labour is good in its self. A ma
Page 151 and 152: 8. The motivation of many employees
Page 153 and 154: In every organization, there exists
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Page 157 and 158: Structure provides the framework fo
Page 159 and 160: According to Mullins (2000), clearl
Page 161: functions, departments or sections.
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Page 167 and 168: functions undertaken increases. Peo
Page 169 and 170: Therefore, the matrix organisation
Page 171 and 172: A basic aim for the study of organi
Page 173 and 174: ii) Technology - the manner in whic
Page 175 and 176: Task - the nature of the work activ
Page 177 and 178: In a university, for example, the m
Page 179 and 180: The growth of information technolog
Page 181 and 182: Most organisational resources are l
Page 183 and 184: It may not always be possible for m
Page 185 and 186: •Influence of Technology on Organ
Page 187: Mitchell, T. R. (1987). People in O
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