HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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separate functions, departments or sections. Work may be departmentalized and based on differentiation between task and element functions. SeeFig. 11.1 below. 3. Project Organisation The division of work and methods of grouping described earlier tend to be relatively permanent forms of structure. With the growth in newer, complex and technologically advanced systems, it has become necessary for organisations to adapt traditional structures in order to provide greater integration of a wide range of functional activities. In recent years, greater attention has been given, therefore, to more flexible forms of structure and the creation of groupings based on project teams and matrix organisation. Members of staff from different departments or sections are assigned to the team for the duration of a particular project. Therefore, a project organization may be set up as a separate unit on a temporary basis for the attainment of a particular task. When this task is completed, the project team is disbanded or members of the unit are reassigned to a new task. Project teams may be used for people working together on a common task or to coordinate work on a specific project such as the design and development, production and testing of a new product; or the design and implementation of a new system or procedure. For example, project teams have been used in many military systems, aeronautics and space programmes. A project team is more likely to be effective when it has a clear objective, a well-defined task, and a definite end-result to be achieve, and the composition of the team is chosen with care. 4. Matrix Organisation The matrix organisation is a combination of: (i) functional departments which provide a stable base for specialised activities and a permanent location for members of staff; and (ii) units that integrate various activities of different functional departments on a project team, product, programme, geographical or systems basis. As an example, ICI is organised on matrix lines, by territory, function and business. A matrix structure might be adopted in a university or college with grouping both by common subject specialism, and by association with particular courses or programmes of study. 168
Therefore, the matrix organisation establishes a grid, or matrix, with a two-way flow of authority and responsibility. On the basis of the functional departments, authority and responsibility flow vertically down the line, but the authority and responsibility of the project manager flow horizontally across the organisation structure. Figure 15.4: A Matrix Structure Reasons for the use of a matrix structure include the following: 169
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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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UNIT 11: COMMUNICATION IN ORGANIZAT
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(i) Some individual or group as an
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(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 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
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Page 157 and 158: Structure provides the framework fo
Page 159 and 160: According to Mullins (2000), clearl
Page 161 and 162: functions, departments or sections.
Page 163 and 164: M :- Marketing F :- Finance iv) Nat
Page 165 and 166: •the process of managing the acti
Page 167: functions undertaken increases. Peo
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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