HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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effects that their actions and decisions have on other activities. Using the above framework of five main interrelated sub-systems – task, technology, structure, people, management – provides a useful basis for the analysis of organisational performance and effectiveness. Fig. 15.5: Organisational sub-systems 174
Task - the nature of the work activities to be carried out Technology - the manner in which activities are carried out Structure - patterns of organisation and formal relationships within which activities are carried out People - the nature of members undertaking the activities Management - effective coordination of the sub-systems and direction of activities of the organisation as a unified whole. The manager must realise that in order to improve organisational effectiveness, attention should be focused on the total work organisation and on the interrelationships between the range of variables which affect organisational performance. The organisation is best viewed as an open system and studied in terms of the interactions between technical and social considerations, and environmental influences. Changes in part of the system will affect other parts and thus the whole organisation. 175
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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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task of communication. In other wor
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tone of voice, the choice of langua
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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 159 and 160: According to Mullins (2000), clearl
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Page 163 and 164: M :- Marketing F :- Finance iv) Nat
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Page 169 and 170: Therefore, the matrix organisation
Page 171 and 172: A basic aim for the study of organi
Page 173: ii) Technology - the manner in whic
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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