Management & Organisational Behaviour

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The team roles are designed to achieve the organisation objectives as outlined by Belbin. Belbin outlined them as follows 1 While OBM and industrial and organizational (IO) psychology both take place in organizational setting, the two areas differ in ways such as theoretical basis, areas of interest/research, research methods, and publication of research. [34]

Assumptions; they are unwritten culture but the stakeholders tend to follow them in the organisation e.g. interpersonal relations. Additionally, as organizations become increasingly globalized, organizational changes often involve mergers that have important organizational implications. In this regard, Kavanagh and Ashkanasy ( 2006) found that, for a merger to be successful, there needs to be alignment between the individual values and organizational cultures of merging partners. Managers during a merger situation need to be especially cognizant of how this organizational change affects the company’s original organizational culture. OBM is a subdiscipline of ABA, thus its emergence stems from the foundations of behavior analysis developed by B.F. Skinner. Skinner's book Science and Human Behavior, published in 1953, served as the foundation for OBM by highlighting the use of money to increase desired behaviors, wage schedules, and higher levels of praise for desired behaviors as opposed to undesired behaviors. [2] Skinner's greatest contributions to the emergence of OBM however was introducing programmed instruction to the educational system. Aspects of programmed instruction proved beneficial in organizational settings, particularly training. This later became the first application of behavioral principles in the organizational settings. [2]Behavioral Systems Analysis (BSA) is a comprehensive OBM method that examines the entire organizational system to identify areas for improvement, focusing on planning and managing variables that support desired performance and examining how components interact. The staff and culture relation should be harmonious and thus not going against the population’s beliefs and thus should be well worked out. Managers should be able to apply their managerial skills especially in control and influence the employees in the following of the organization’s procedures, rules and regulations. This approach is said to focus more on the punishment part and not the rewarding side of the coin. This approach makes the employees conscious of the consequences of breaking any of those regulations. This approach is characterized with high level of discipline and the military is the best example of a bureaucratic organization. Definition of leadership and leaders The last but certainly not least important individual level topic is motivation. Like each of the topics discussed so far, a worker’s motivation is also influenced by individual differences and situational context. Motivation can be defined as the processes that explain a person’s intensity, direction, and persistence toward reaching a goal. Work motivation has often been viewed as the set of energetic forces that determine the form, direction, intensity, and duration of behavior (Latham & Pinder, 2005). Motivation can be further described as the persistence toward a goal. In fact many non-academics would probably describe it as the extent to which a person wants and tries to do well at a particular task (Mitchell, 1982). The three-level approach [27] is the most commonly used multi-level framework in BSA. It breaks down organizations into three levels of analysis to give a clear picture of how a business runs.

In centralization little delegation of authority and control of the organizational decision making; power and discretion is based on the top managers who head the organization and they have exclusive authority in the organizational direction in terms of policy and strategy formulation. In small and competitive environments is basically the most efficient model. The size and the composition of the group determine the success of the groups in the corporation and the coordination aspects. A group could be composed of many persons in number, ranging from 4 to several hundreds. An effective number of group members should be kept to maintain harmony among the members. Large groups have been characterized by different varieties of opinions and thus conflicts in the decision making pha Group dynamics Consequence is defined as a change in the environment that follow a worker's behavior which increases the likelihood the behavior will continue to be exhibited in the future. [11] Consequences interventions in OBM play a primary role in maintaining behavior, and are seen as one of the most important aspects of OBM. The nature of work and the capability of the employees determine the size of the span and thus the span of control vary with the nature of the work and tasks being performed in cases where there are wide levels of supervision and this would be able to facilitate the communication and information flow in the organization. A narrow span requires a large number of supervision levels and thus the flow of communication and information is basically lower. Organisation chart OBM performance assessments have several uses. Practitioners utilize assessments to identify performance issues, identify environmental factors causing performance issues, and select functionally appropriate interventions. [25]Mintzberg ( 1979) was the first to set out a taxonomy of organizational structure. Within his model, the most common organizational design is the simple structure characterized by a low level of departmentalization, a wide span of control, and centralized authority. Other organizational types emerge in larger organizations, which tend to be bureaucratic and more routinized. Rules are formalized, tasks are grouped into departments, authority is centralized, and the chain of command involves narrow spans of control and decision-making. An alternative is the matrix structure, often found in hospitals, universities, and government agencies. This form of organization combines functional and product departmentalization where employees answer to two bosses: functional department managers and product managers.

The situation facing the organization determines the corporate culture, the style of roles and the nature of activities being taken and in the required time frames. Organization culture has over its history encountered numerous definitions with basically try to shed more light on its nature and importance. Organization structure may be defined as follows;Lattal, Kennon A. (November 2014). "Performance Management: Changing Behavior That Drives Organizational Effectiveness, Fifth Edition: Aubrey C. Daniels, PhD; Jon S. Bailey, PhD". Performance Improvement. 53 (10): 38–41. doi: 10.1002/pfi.21445. Organizational structure also concerns the level of centralization or decentralization, the degree to which decision-making is focused at a single point within an organization. Formalization is also the degree to which jobs are organized in an organization. These levels are determined by the organization and also vary greatly across the world. For example, Finnish organizations tend to be more decentralized than their Australian counterparts and, as a consequence, are more innovative (Leiponen & Helfat, 2011). The parallel between OBM tools and the process and procedures common to the so-called Quality Movement (SPC, Deming, Quality Circles, ISO, etc.) was documented by Wikoff in his ISPI Article of the Year, the quality movement meets performance technology. [33] Relationship with industrial and organizational psychology [ edit ] Identification of external factors. Identifying environmental conditions influencing behavior is cost-effective, especially when necessary, such as inadequate management systems or behaviors promoting at-risk work practices. BBS principles are necessary for these inadequacies to be noticed. The situation in the organization will force the organization adopt to change. The situation comes with other factors i.e. pulling and pushing factors and the organization should position itself to a flexible state where it can accommodate those factors. Qualities of a good leader