Organizational Studies Presentation

UGB111
ORGANIZATION STUDIES
Module 1:
AN INTRODUCTION TO ORGANIZATION
STUDIES
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Learning Objectives
At the end of this lecture, students should be able
to:
To examine the importance of the role of
organization in business environment and review
how organization concept evolved.
To analyze the structure of organization and its
behavioral implications.

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Learning Outcomes
At the end of this lecture, students should be able to:

understand the role of organization in the business
context.
understand how organization interacts and its
relationship with people and social.
review the basic structure of organization that
influence its behavioral.

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What is an Organization?
A consciously coordinated social unit, composed of two or
more people, that functions on a relatively continuous basis
to achieve a common goal or set of goals.

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What is Organization Studies?
The study of factors that have an impact on how people
and groups act, think, feel, and respond to work and
organizations, and how organizations respond to their
environments.

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What is Organization Studies?
Organization studies:
Provides a set of tools that
allow:
People to understand,
analyze, and describe
behavior in
organizations.
Managers to improve,
enhance or change work
behaviors so that the
individuals. groups and the
whole organization can
achieve their goals
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Organization studies theories help you to make sense of
the workplace
Question and rebuild your personal theories for work
Important -- much of our time is in organizations

Organization studies provides knowledge/tools to work
with others
Helps you to get things done

Good understanding on organization studies can help
improve an organizations financial health

Importance of Organization Studies
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Levels of Analysis
Group Level

Individual
Level
Organizational Level
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Components of Organization Studies
Understanding
organization studies
requires studying
Part One: Individuals in Organizations
Part Two: Group and Team Processes
Part Three: Organization System
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What is Management?
Management is the process of planning, organizing,
leading, and controlling an organizations human,
financial, material, and other resources to increase its
effectiveness
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Four Functions of Management
Planning
Decide on organizational goals
and allocate and use
resources to
achieve those goals
Organizing
Establish the rules and
reporting relationships that
allow people to
achieve organizational goals
Controlling
Evaluate how well the
organization is achieving goals
and take action to
maintain, improve, and correct
performance
Leading
Encourage and coordinate
individuals and groups
so that they work
toward organizational goals
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Mintzbergs Managerial Roles
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Managerial Skills
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Allocation of Activities by Time
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Challenges for Organization Studies
1. Changing Social/ Cultural Environment
2. Evolving Global Environment
3. Advancing Information Technology
4. Employment Relationships
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Changing Social and Cultural Environment
National culture
Organizational ethics and well-being
Diverse work force
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Diversity Challenges
Fairness and Justice
Decision-Making and Performance
Flexibility
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Diversity
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Evolving Global Environment
Understanding Global
Differences
Improve Organizations
Behaviors and Procedures in
Response to Those
Differences

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Advancing Information Technology
Information
Knowledge
Information Technology
Organizational Learning
Intranets
Creativity
Innovation
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Employment Relationships
Downsizing
Empowerment and Self-Managed Teams
Contingent Workers
Outsourcing
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Identify the six elements of an organizations
structure
(Source: Robbins and Judge, 2012)
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structure
1. Work Specialization

By the late 1940s, most manufacturing jobs in
industrialized countries were being done this way.

Managers also looked for other efficiencies that
could be achieved through work specialization.
Repetition of work
Training for specialization
Increasing efficiency through invention

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2. Departmentalization

Grouping jobs together so common tasks can be
coordinated is called departmentalization.
By functions performed
By type of product or service the organization
produces
By geography or territory
By process differences
By type of customer
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3. Chain of Command

Once a cornerstone in design of organizations,
"an unbroken line of authority that extends from
the top of the organization to the lowest echelon
and clarifies who reports to whom."
Two complementary concepts: authority and unity
of command.
Authority
Unity-of-command
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3. Chain of Command (cont)

Less relevant today because of technology and the
trend of empowering employees.
Operating employees make decisions previously
reserved for management.
The popularity of self-managed and cross-
functional teams.
Many organizations find that enforcing the chain of
command is most productive

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4. Centralization and Decentralization

Centralization refers to the degree to which decision-
making is concentrated at a single point in the
organization.
Decentralized organization can act more quickly to
solve problems, more people provide input into
decisions, and employees are less likely to feel
alienated from those who make decisions that affect
their work lives.

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A bureaucracy is characterized by:
Highly routine operating tasks.
Very formalized rules and regulations.
Tasks grouped into functional departments.
Centralized authority.
Narrow spans of control.
Decision-making that follows the chain of
command.

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The Matrix Structure
It combines two forms of departmentalization
functional and product:
The strength of functional is putting specialists
together.

Product departmentalization facilitates coordination.
It provides clear responsibility for all activities
related to a product, but with duplication of
activities and costs.

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Contrast mechanistic and organic structural
models
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REFERENCES
Main text:

Robbins, S & Judge, T (2012). Organizational Behavior, 15 edn, Prentice-
Hall, US.

Supplementary text:

McShane, S.L. & Von Glinow, M.A. (2008). Organizational Behavior, 4 edn,
McGraw-Hill, US.

Jennifer, M.G. & Gareth, R.J. (2011). Understanding and Managing
Organizational Behavior, 6 edn, Prentice-Hall, US.

Buelens, M., Sinding, K. & Waldstrom, C. (2011). Organizational Behavior,
4 edn, McGraw-Hill.

Newstrom, J.W. (2007). Human Behavior at Work, McGraw-Hill

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