HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

Expectation draws or attracts behaviour from the person who holds the role. However, roles also
shape behaviour in other, less direct ways. The nature of the tasks assigned to a role have impact
on the feelings of the occupant about how to work, depending upon whether the tasks are simple
or complex, repetitive of varied, stationary or mobile, concentration – intense or not,
equipment/technology-oriented or not, and so on.
6.0 SUMMARY
In any organizational setting groups do put effective pressure on individuals by the requirement to
comply with the rules and regulations of their association. Pressure arises particularly because,
usually, unwritten ‘laws’ to fall in line are often backed by sanctions in the form of the Uncooperative
behavour of the rest of group and all possible forms of ostracisation. And this can lead to
stress on the individual who dare fall out with the group. This stress arises as a result of role
conflict and role ambiguity. Conflict arises when individual or groups encounters goals that
parties cannot attain/obtain satisfactorily. There are however strategies designed to handle all
types of conflicts that can possibly arise from an organization.
7.0 REFERENCES
Burns, B. (1992). Managing Change: A Strategic Approach to Organizational
Development and Renewal, London: Pitman.
Elliot, R.D. (1990). ‘The Challenge of Managing Change’, Personnel Journal, vol. 69, no
3, March.
French, W. L. and Bell, C.H. (1995). Organizational Development: Behavioural Science
Interventions for Organization Improvement, Fifth Edition, New Jersey: Prentice-Hall.
French, W. L., Kast, F. E. & Rosenzweig, J. E.(1985). Understanding Human Behaviour
in Organization, New York: Harper and Row.
Hicks, H.G. and Gullet C.R. (1976): Organisations: Theory and Behaviour,
McGraw-Hill Kogak Usha Limited
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