Two central ideas: What’s ‘required’ by theorganisation and what ‘emerges’ Required activities e.g. tasks to be done Required interactions e.g. who needs to be talked withe.g. purchasing manager Required attitudes e.g. ‘ Quality first’
But people are social animals . . . what youget is rarely what you planned for Get behaviour not necessarily congruent with what wewant . . it. . .emerges . . . And this emergent system has great influence on groupand organisational performance May be positive – or – negative
But what connects, and influence what the‘required’ and the ‘emergent’? The ‘Personal system’ External status Organisation culture Technology and layout Reward system
The Personal system What individuals bring to the situation Age Personality Attitudes Education Experience
External Status The individual’s position or status in other settings e.g.the profession Social, sporting, community Higher external social status, higher status accorded bythe group in the organisation e.g. representative rugby player
Technology and layout Technology is a major determinant of behaviour Equipment Work flows Hours worked e.g. shifts Interactions Timing/pace/flow of work
Reward system The organisation’s formal reward system infuences whatis required and what emerges May be positive or negative Pay Recogntion
The consequences of all this for theemergent system Productivity Satisfaction Development and growth
And so? Consequences? For whom? Organisations are social as well as economic entities Inhabited by ‘actors’ who have social as well aseconomic agendas Managers need to understand the social dimensions ofthe organisations they manage Relationship building and maintenance are crucial toachieving performance All behaviour is purposeful; but it might be directed atpurposes not shared or aligned with the organisation
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