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IOPS 311: Study Division A: Study Unit 1 What Is Organisational Behaviour?

The document provides an overview of the field of organisational behaviour, defining it as a study of how individuals, groups, and structure influence behaviour within organizations. It discusses the various disciplines that contribute to organizational behaviour research, such as psychology and management. The document also outlines some of the challenges and opportunities faced in the field of organizational behaviour, such as responding to economic pressures, globalization, and improving people skills.

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Dylan Banks
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243 views26 pages

IOPS 311: Study Division A: Study Unit 1 What Is Organisational Behaviour?

The document provides an overview of the field of organisational behaviour, defining it as a study of how individuals, groups, and structure influence behaviour within organizations. It discusses the various disciplines that contribute to organizational behaviour research, such as psychology and management. The document also outlines some of the challenges and opportunities faced in the field of organizational behaviour, such as responding to economic pressures, globalization, and improving people skills.

Uploaded by

Dylan Banks
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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IOPS 311

Study Division A: Study Unit 1


What is Organisational Behaviour?

Dr J Bosman
What does an Industrial Psychologist do?
• Improving workplace performance, productivity • Organisational Development interventions
and efficiency
• Organisational structure
• Involved in safety and ergonomics
• Conflict resolution
• Research and data analysis to solve problems
• Use psychological principles to solve problems
• Supervision of interns
• Recruitment, selection, psychometric testing • Consumer psychology
• Policy development and implementation • Aligning human capital management to
• Improve wellness, well-being and quality of work organisational strategy
life • Employee working styles
• Change management • Management/Leadership styles
• Training and development • Organisational culture/climate
• Performance management
• Assist management with decision making
• Career related counselling
• Diagnose workplace issues
• Improve attitudes and behaviour in the workplace
• Employee/leadership relationships
Module structure
Study Unit structure
The importance of interpersonal skills
The top employers to work for in South Africa in 2018 according to the Top Employers
Institute
The importance of interpersonal skills

Positive social relationships amongst colleagues and


supervisors associated with:

- High levels of job satisfaction

- Lower levels of stress at work

- Lower intentions to quit


The importance of interpersonal skills

In today’s competitive and demanding workplace, managers


cannot succeed on their technical skills alone, they also have
to have good people skills

https://youtu.be/f60dheI4ARg
What managers do
Definitions

• Manager: Get things done through other people. They make


decisions, allocate resources and direct activities of others to attain
goals.
• Organisation: Managers do their work in an organisation, which is a
consciously coordinated social unit, composed of two or more
people, that functions on a relatively continuous basis to achieve a
common goals or set of goals
What managers do

Lead Control

Organis Manageme
e nt functions

Plan
What managers do

MANAGEMENT ROLES

Interpe Inform Decis


rsonal ational ional
Figurehead Monitor En tr ep reneu r
Dist ur bance h an dl er
Leader Disseminator R eso u rces allo cato r
Nego ti ato r
Liaison Spokesperson
What managers do

Tech Hum Conce


MANAGEMENT SKILLS

nical an ptual
What managers do

MANAGEMENT ACTIVITIES – Luthans and associates


asked Do managers who move up the quickest in an
organisation do the same activities and with the same
emphasis as managers who do the best job?

Traditional Human resource


Communication Networking
management management
• Decision • Exchanging • Motivating, • Socialising,
making, routine disciplining, politicking,
planning, information, managing interacting with
controlling processing conflict, outsiders (19%)
(32%) paperwork staffing, training
(29%) (20%)
Please make sure that you are able to
distinguish between
• Management functions (Plan, lead, organise, control)
• Management roles (interpersonal, informational, decisional)
• Management skills (technical, human, conceptual)
• Management activities (traditional management, communication,
human resource management, networking)
Organisational Behaviour
Organisational Behaviour (OB)
A field of study
that investigates the impact
that individuals, group and structure have
on behaviour within organisations,
for the purpose of applying such knowledge
toward improving an organisations effectiveness
Complementing intuition with systematic
study Looking at relationships,
attempting to attribute
causes and effects and
drawing conclusions based
on scientific evidence

A gut feeling not


The basing of necessarily
managerial decisions supported by
on the best available research
scientific evidence
Disciplines that contribute to the OB field
Studies from social psychology
Historical development in the OB field
There are few absolutes in OB
Challenges and Opportunities for OB
• Responding to economic pressures
• Responding to globalisation
• Increased foreign assignments
• Working with people from different cultures
• Overseeing movement of jobs to countries with low-cost labour
• Managing workforce diversity
• Improving customer service
• Improving people skills
• Stimulating innovation and change
• Coping with temporariness
• Working in networked organisations
• Helping employees balance work-life conflicts
• Creating a positive work environment
• Improving ethical behaviour
Model: abstraction of reality, a simplified representation of
some real-world phenomenon
Individual assignment – due 08 March 2019
1. Explain the concept ‘evidence-based practice’ and how it is relevant to
the field of Industrial Psychology. (10)
2. Explain the role of the Industrial Psychologist in promoting/advancing
evidence based practice in the field of Industrial Psychology. (10)
3. Create a case study of a typical scenario that an Industrial Psychologist
may have to deal with. Explain how an Industrial Psychologist would
approach and deal with the matter in an evidence-based manner. (10)
4. Discuss the role of the Industrial Psychologist in the Fourth Industrial
Revolution. (10)
5. Explain what is Brexit and provide an opinion on whether you believe it
has an impact on the field of Industrial Psychology.(10)

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