Organizational Behaviour
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TABLE OF CONTENTS
CHAPTER 1 THEORETICAL BASIS OF ORGANISATIONAL BEHAVIOUR
CHAPTER 2 THEORETICAL BASIS OF PERSONAL MOTIVATION
INTRODUCTION
This work is dedicated to the understanding and analysing the challenges Organisational Behaviour is facing with according to the given case study.
The aim of the course work is to analyse the motivation system of an organisation on a sample of Maxi Bank (fictitious organisation).
In accordance with the purpose the following tasks are stated in the work:
Critically analyse the individual, group or organisational behaviour incidents in the given scenario which could impact the organisation.
Evaluate the employees motivation using motivational theories which are relevant to the scenario. Critically discuss its likely implications on employees productivity.
Critically discuss the group dynamics found in the organisation.
Relevance of the topic management staff motivation is that by understanding the mechanism of human motivational sphere, managers can effectively manage staff, improving business performance by motivating their employees. The influence of motivation on productivity is difficult to overestimate. The path to good governance is through the understanding of human motivation. Only by knowing what motivates a person, encourages him to work, what motives underlie its actions, we can try to develop an effective system of forms and methods of management. To do this you need to know how these or other reasons are occurred or caused by, as well as what methods motives can be brought into action, as is motivating people.
CHAPTER 1 THEORETICAL BASIS OF ORGANISATIONAL BEHAVIOUR
1.1 Nature and contents of Organisational Behaviour
To explain the manifestations of organizational behaviour in different acts of employees, it is important to understand, from what plus and minus factors depends on the formation of cooperation of employees in the organization. If we proceed from the fact that the employee may be considered, on the one hand, as a “man of action”, which manifests itself in the interaction and reaction, and on the other – as a “man talk” that feels alienated or intermingled in the communicative space organization, turns out to be possible in that general definition of “organizational behaviour”. This concept describes “collaboration – confrontation” methods of cooperation between members of the organization, methods, which depend on their interactions and reactions, and of belonging to their organization or their exclusion from it. Hence the subject of organizational behaviour is to be found in this general concept, to reveal the underlying moral and psychological mysteries management organizations [1].
Organizational behaviour – the behaviour of employees involved in certain management processes that have their cycles, rhythms, pace, structure, relationships, institutional framework and requirements for employees. These processes, on the one hand, are directed by heads of all parts of management, on the other – are implemented in the behaviour of those directly involved, i.e. employees of different management levels [2].
Management processes can emerge spontaneously and purposefully. The ratio of spontaneity and purposefulness is an indication of the organizational environment behaviour. If spontaneity prevails, then the behaviour of employees to a large extent is dependent on the disorganising factors, and it can be deformed, distorted. If the predominant purposefulness, it is largely dependent on the organizing algorithms that are “set” by the Governors. But in this case it can be deformed, distorted, because these algorithms do not always take into account the whole range of motivational workers. To find a “middle” and “build” institutional order so that it is optimized organizational environment is very difficult [3].
Organizational behaviour can be understood if we imagine that it arises and plays constantly on the intersection of two major organising forces: subordinate (subordinate employees “top to bottom”) and coordinating (matching heterogeneous position units and levels of government, as well as small managerial interests).
1.2 The theoretical approaches
1.2.1 The cognitive approach
This approach has a number of sources. The cognitive approach evaluates a person more “high” criteria than other approaches. The cognitive approach focuses on the positive aspects of behaviour and voluntary, uses concepts such as expectations, needs and encouragement. Knowledge of components of a basic element of the cognitive approach – is an act of perception of certain information. Tools such as cognitive maps are used as visual elements for clarification and understanding of the individual elements of thoughts of the individual, groups or organizations.
Cognitive theoretical approach demonstrates the work of Edward Tolman. Although his behaviour may be part of the analysis, but he admitted that it is “reasonable”, i.e. to achieve the goal. In laboratory experiments, he found that animals learn to wait for