org structure and individual behaviour

8/3/2019 Org Structure and Individual Behaviour

1/43

ORGANIZATIONALSTRUCTUREAND

INDIVIDUAL BEHAVIOUR

1


2/43

Every Organization has a

StructureBut structures can differ

Due to choice

Due to national laws

The words used to describe them also can

differ

Organization chart, design, structureThe way they are drawn can differ

pyramid, sideways pyramid, circle

2


3/43

The Structural Configuration

is the skeleton of the organization

reflects corporate governance

is intended to meet organizationalobjectives

arises out of strategic directions

and causes managers to ask:what structure will best aid us in meeting

our strategy and objectives?

3


4/43

Restructuring Occurs for Many

Reasons

Turnover in top management

Competitive positioning

Mergers and/or acquisitions

Cost-savings

Even the illusion of managerial control

4


5/43

The Illusion of Managerial

ControlWe trained hardbut it seemed that every time we

were beginning to form up into teams, we would

be reorganized. I was to learn later in life that wetend to meet any new situation by reorganizing;

and a wonderful method it can be for creating the

illusion of progress while producing confusion,

inefficiency, and demoralization.Petronius Arbiter, 210 B.C.

5


6/43

Structural Choice is Important

Because it focuses attention on particular areas

shapes how resources will be used

directs communication flows

defines control and other processes

illustrates peoples roles relative to others

roles

6


7/43

Your Job

Understand organizational objectives

(articulated in the varied levels of

strategy)

Analyze the structure

Assess the match betweenorganizational strategies and structures

7


8/43

Power Greater than

Themselves God or conscience in a wholly owned private firm The family in a family owned firm

The Board in a publicly owned firm:

U.S. boards often are chaired by the CEO Boards in U.K. usually are chaired by a non

executive

European companies often have a two-tier

board In Germany, duties are split between

supervisory and management boards

Spain and France often use an executivecommittee 8


9/43

Beneath the Board are

Several Structural Types Intra and interorganizational networks

Special cases

Functional, divisional, hybrids

9


10/43

Networks

Intraorganizational networks

internal networks

shamrockspiderwebs

Interorganizational networks

strategic alliances

joint ventures

partial acquisitions/mergers

cross-sector partnerships

10


11/43

Except for born globals, Most

Companies Grow intoExpansion

11


12/43

Most Common StructuralTypes

Among Global Firms are: Functional structure

Divisional structure

Hybrid structures

Combined functional/divisional structure

Matrix structure

12


13/43

Global Functional Structure

VP Marketing VP Finance

Country A Country B

Product 1 Product 2 Product 3

VP Operations VP R&D VP Legal issues

CEO

13


14/43

Divisional Structure Can Take

Different Forms Product

Geographic

Customer group served

14


15/43

Global Geographic Division

Structure

Admin/Finance

VP for the Americas VP Europe VP E. Asia

Marketing Operations

Australia/NZ Indonesia Islands

VP Australasia

CEO

15


16/43

Global Product Structure

DIVISIONAL STRUCTURE (BY PRODUCT LINES)

FRAGRANCES SKIN CARE PRODUCTS HAIR CARE PRODUCTS OTHER PRODUCTS

COSMETICS CORPORATION

16


17/43

Hybrids Often Emerge to Deal

with Problems of Functional and

Divisional Forms

Matrix forms are hybrids

Some hybrids combine a mostly functional

structure with one or more important

products or markets, e.g., North America

Some hybrids combine a mostly divisional

structure with one or more important

functions, e.g., marketing

17


18/43

We Use a Matrix to

Organize Roles andRelationships in Business

Education

18


19/43

Global Matrix Structure

Management

financing

parts

sports utilities

light trucks

autos

Strategic Business units N. America Latin America Europe Asia

Executive Committee

Chairman of the Board

19


20/43

Combined Functional andDivisional Structure

Danone Group, 2003

Chair and CEO Vice Chair and COO

General

SecretaryExec VP,

Finance

Exec VP,

Fresh Dairy

Exec VP,

Water

Exec VP,

Biscuits and

Cereal Snacks

Exec VP,

Asia-PacificExec VP,

Intl Strategy

20


21/43

Intraorganizational Structures

spiderwebs

internal networks

shamrocks

horizontal keiretsu

chaebol

21


22/43

Interorganizational Structures

Strategic alliances

Joint ventures

Partial acquisitions

22


23/43

Special Cases

Family structuresusually hierarchical with a

patriarch/matriarch or a set of family members

who divide tasks according to skill or obligation Structures that arise out of national tradition

German firms always have union representation

and two levels of boards

Holding companies

Virtual organizations

23


24/43

o r g a n i z a t i o n a l

b e h a v i o r

24


25/43

After studying this chapter,you should be able to:

1. Define the key biographical

characteristics.

2. Identify two types of ability.

3. Shape the behavior of others.

4. Distinguish between the four schedules

of reinforcement.5. Clarify the role of punishment in

learning.

6. Practice self-management

LE

A

R

NI

N

G

OB

JE

C

T

IV

E

S

25


26/43

Biographical Characteristics

Personal characteristicssuch as age, gender,and marital statusthat are objective andeasily obtained from personnel records.

26


27/43

Ability, Intellect, and Intelligence

AbilityAn individuals capacity to performthe various tasks in a job.

Intellectual AbilityThe capacity to do mental activities.

Multiple IntelligencesIntelligence contains four subparts:cognitive, social, emotional, and cultural.

27


28/43

Number aptitude

Verbal comprehension

Perceptual speed

Inductive reasoning

Deductive reasoning

Spatial visualization

Memory

Dimensions of

Intellectual Ability

28


29/43

Physical Abilities

The capacity to do tasksdemanding stamina, dexterity,strength, and similar

characteristics.

29


30/43

Other Factors

7. Body coordination

8. Balance

9. Stamina

Nine Physical Abilities

Strength Factors

1. Dynamic strength

2. Trunk strength

3. Static strength

4. Explosive strength Flexibility Factors

5. Extent flexibility

6. Dynamic flexibility

30


31/43

Ability-JobFit

The Ability-Job Fit

Employees

Abilities

Jobs Ability

Requirements

31


32/43

Learning

Learning

Involves change

Is relatively permanent

Is acquired through experience

Any relatively permanent change in behaviorthat occurs as a result of experience.

32


33/43

Theories of Learning

Key Concepts

Unconditioned stimulus

Unconditioned response

Conditioned stimulus

Conditioned response

Classical ConditioningA type of conditioning in which an individualresponds to some stimulus that would notordinarily produce such a response.

33


34/43

34


35/43

Theories of Learning (contd)

Key Concepts

Reflexive (unlearned) behavior

Conditioned (learned) behavior

Reinforcement

Operant Conditioning

A type of conditioning in which desired voluntarybehavior leads to a reward or prevents a punishment.

35


36/43


Key Concepts

Attentional processes

Retention processes

Motor reproduction processes

Reinforcement processes

Social-Learning TheoryPeople can learn through observationand direct experience.

36


37/43


Key Concepts

Reinforcement is required to change behavior.

Some rewards are more effective than others.

The timing of reinforcement affects learning speed andpermanence.

Shaping BehaviorSystematically reinforcing each successive step thatmoves an individual closer to the desired response.

37


38/43

Types of Reinforcement Positive reinforcement

Providing a reward for a desired behavior.

Negative reinforcement

Removing an unpleasant consequence when the

desired behavior occurs.

Punishment

Applying an undesirable condition to eliminate anundesirable behavior.

Extinction

Withholding reinforcement of a behavior to cause38


39/43

Schedules of Reinforcement

Continuous Reinforcement

A desired behavior is reinforcedeach time it is demonstrated.

Intermittent Reinforcement

A desired behavior is reinforced

often enough to make thebehavior worth repeating but notevery time it is demonstrated.

39

Schedules of Reinforcement


40/43

Schedules of Reinforcement(contd)

Fixed-Interval Schedule

Rewards are spaced atuniform time intervals.

Variable-Interval Schedule

Rewards are initiated after afixed or constant number of

responses.

40


41/43

Behavior Modification

Five Step Problem-Solving Model

1. Identify critical behaviors

2. Develop baseline data

3. Identify behavioral consequences

4. Develop and apply intervention

5. Evaluate performance improvement

The application of reinforcement conceptsto individuals in the work setting.

41

OB MOD Organizational


42/43

OB MOD OrganizationalApplications Well Pay versus Sick Pay

Reduces absenteeism by rewarding attendance,

not absence.

Employee Discipline

The use of punishment can be counter-productive.

Developing Training Programs

OB MOD methods improve trainingeffectiveness.

Self-management

Reduces the need for external management 42


43/43

org structure and individual behaviour

Documents