Contemporary Management issues
Introduction
Understanding the need to develop organisation behaviour within organisations seems like something of a taboo subject until you understand the depth of the subject.
If we view the organisation as an iceberg, above the water one can see goals, structure, Rules, technology and procedures. But under the water, the part of the organisation that is unseen there are values, feelings, attitudes, perception, group norms, informal interactions, belifs and assumption. Fig 1.1The organisational Iceberg model
For the organisation, anything above the water can been seen and therefore can be controlled however anything below the water is very difficult to see and therefore difficult to control.
If a ship were about to hit the iceberg it would be able to avoid what it can see above the water but what lies below is what will cause damage to the ship.
This creates a good basis for the importance of organisational behaviour and the development of culture within the organisation for operational efficiency and improved performance.
This essay will further explore the importance of power, culture, and change within the organisation and the affects it can have on performance and the affects of individual group behaviour in the work environment. The effects of change, power and culture within organisations
The modern business environment is a fast paced and fickle environment. For organisations to remain competitive and challenge there competitor it is important for them to embrace the continuous changes of technology, climate, economy, values, environment, government and competition while remaining focused on the organisations mission and goals.
“Given that the world is constantly changing and the speed at which these changes occur is very fast, it 's vital that organizations understand the necessity and opportunity of change, before their results or performance start to decrease.” (Nadina, R 2011)
Looking at the motives for change, you can see that the
Understanding the need to develop organisation behaviour within organisations seems like something of a taboo subject until you understand the depth of the subject.
If we view the organisation as an iceberg, above the water one can see goals, structure, Rules, technology and procedures. But under the water, the part of the organisation that is unseen there are values, feelings, attitudes, perception, group norms, informal interactions, belifs and assumption. Fig 1.1The organisational Iceberg model
For the organisation, anything above the water can been seen and therefore can be controlled however anything below the water is very difficult to see and therefore difficult to control.
If a ship were about to hit the iceberg it would be able to avoid what it can see above the water but what lies below is what will cause damage to the ship.
This creates a good basis for the importance of organisational behaviour and the development of culture within the organisation for operational efficiency and improved performance.
This essay will further explore the importance of power, culture, and change within the organisation and the affects it can have on performance and the affects of individual group behaviour in the work environment. The effects of change, power and culture within organisations
The modern business environment is a fast paced and fickle environment. For organisations to remain competitive and challenge there competitor it is important for them to embrace the continuous changes of technology, climate, economy, values, environment, government and competition while remaining focused on the organisations mission and goals.
“Given that the world is constantly changing and the speed at which these changes occur is very fast, it 's vital that organizations understand the necessity and opportunity of change, before their results or performance start to decrease.” (Nadina, R 2011)
Looking at the motives for change, you can see that the
References: Organisational Iceberg 2012, http://dis.shef.ac.uk/teaching/iceberg.jpg (Accessed on 14-11-2012) Edgren, T 1990, taken from Management decision making, towards an integrative approach, pp 112, Prentice hall, Harlow Fisher J M, (2005), A Time for change, Human Resource Development International vol 8:2 (2005), pp 257 – 264, Taylor & Francis Furnam, A 1997, the psychology of behavior at work, pp 555 Psychology press, Hove East Sussex http://www.library.hbs.edu/hc/hawthorne/anewvision.html#e (accessed on 21-10-2012) McLachlan, PA 2002, 'Change Leadership Today ', T+D, 56, 11, p Mullins LJ. 2007, Management and organisational behaviour, pp564, Prentice Hall, Harlow Mullins, LJ 2007, Management and Organisational Behaviour, pp742 Prentice Hall, Harlow. Tuckman, B 1965, Forming storming norming performing http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm. (Accessed on 16-10-2012) Bibliography Organisational Iceberg 2012, http://dis.shef.ac.uk/teaching/iceberg.jpg (Accessed on 14-11-2012) Edgren, T 1990, taken from Management decision making, towards an integrative approach, pp 112, Prentice hall, Harlow Fisher J M, (2005), A Time for change, Human Resource Development International vol 8:2 (2005), pp 257 – 264, Taylor & Francis Furnam, A 1997, the psychology of behavior at work, pp 555 Psychology press, Hove East Sussex http://www.library.hbs.edu/hc/hawthorne/anewvision.html#e (accessed on 21-10-2012) McLachlan, PA 2002, 'Change Leadership Today ', T+D, 56, 11, p Mullins LJ. 2007, Management and organisational behaviour, pp564, Prentice Hall, Harlow Mullins, LJ 2007, Management and Organisational Behaviour, pp742 Prentice Hall, Harlow. Tuckman, B 1965, http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm. (Accessed on 16-10-2012)