HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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The open systems approach provides a Series of activities, Transformation or conversion process, Interrelated sub-systems, Task Technology Management Structure, People, perspective in which to compare and contrast different types of organisations and theirmethods of operation. 4. Situational Organisation The analysis of organisational effectiveness requires an understanding of relationships within the organisation’s structure, the interrelated sub-systems and the nature of its external environment. Irrespective of the identification of sub-systems, the nature and scale of the series of activities involved in converting inputs to outputs will differ from one organisation to another in terms of the interrelationships between technology, structure, methods of operation, and the nature of environmental influences. Contingency models of organisation highlight these interrelationships and provide a further possible means of differentiation between alternative forms of organisation and management. The contingency approach takes the view that there is no one best, universal form of organisation. There are a large number of variables, or situational factors, that influence organisational performance. Contingency models can be seen as an ‘if-then’ form of relationship. If certain situational factors exist, then certain organisational and managerial variables are most appropriate. Managers can utilise these models to compare the structure and functioning of their own organisation (Mullins, 2000). 3.7 INFLUENCE OF TECHNOLOGY ON ORGANIZATION According to Mullins (2000), the systems and contingency approaches have drawn attention to the importance of technology in the structure, management and functioning of work organisations. It is important to note that the meaning of technology is interpretedbroadly to include both: •the physical aspects of machines, equipment, processes and work layout (machine technology) involved in the transformation or conversion process; and •the actual methods, systems and procedures involved (knowledge technology) in carrying out the work of the organisation and transforming or converting inputs into outputs. There is a close interrelationship between the machine side of technology and the specialist knowledge side of technology. The nature of technology can, therefore, be applied to the analysis of all organisations. 176
In a university, for example, the machine side of technology would include: blackboards or whiteboards; overhead projectors; computers; televisions and video recorders; closed circuit television; scientific and engineering equipment; library facilities. The knowledge side of technology would include: lectures, seminars and tutorials; case studies; roleplaying; practical laboratory work; visitating speakers; project and assignment work; examinations. The work processes of a university, and other educational establishments, give rise to the specialist study of educational technology. A university will receive inputs of students and, through the process of educational technology, ‘transform’ them and return them as outputs into the broader society. 1. Technology and the Behaviour of People According to Mullins, the nature of technology can influence the behaviour of people in work organisations in many ways including, for example, the following: • It influences the specific design of each member’s pattern of work including the nature and variety of activities performed, and the extent of autonomy and freedom of action. • It affects the nature of social interactions, for example, the size and nature of work groups, the extent of physical mobility and of contacts with other people. A person working continuously on a single, isolated machine in a mass production factory will have very limited social interactions compared with, say, a team of receptionists in a large conference hotel. • It can affect role position and the nature of rewards. People with higher levels of specialist technical knowledge and expertise such as engineers or systems analysts tend to receive higher status and pay than machine operators on an assembly line. •It can impose time dimensions on workers and may require set times for attending to operations and a set pace of work; for example, the mechanical pacing of work on a mass-production assembly line. • It can result in distinguishing features of appearance; for example, the requirement to wear a standard uniform or protective clothing, compared with a personal choice of smart clothes. 2. Technology and General Climate of Organisation 177
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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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in the face of difficulties and pro
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Page 187: Mitchell, T. R. (1987). People in O
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