The homan’s model

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The homan’s model

  1. 1. The Homan’s Model: Making Senseof Group Behaviour
  2. 2. Background factorsPersonal systemsExternal statusOrganisational cultureTechnology/ LayoutReward systemRequired systemActivitiesInteractionAttitudesEmergentsystemsActivitiesInteractionsAttitudesConsequencesProductivitySatisfactionIndividual growth/DevelopmentOften causes modification inOften causes modification inLead toLead to
  3. 3. 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’
  4. 4. 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
  5. 5. But what connects, and influence what the‘required’ and the ‘emergent’? The ‘Personal system’ External status Organisation culture Technology and layout Reward system
  6. 6. The Personal system What individuals bring to the situation Age Personality Attitudes Education Experience
  7. 7. 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
  8. 8. Technology and layout Technology is a major determinant of behaviour Equipment Work flows Hours worked e.g. shifts Interactions Timing/pace/flow of work
  9. 9. Reward system The organisation’s formal reward system infuences whatis required and what emerges May be positive or negative Pay Recogntion
  10. 10. The consequences of all this for theemergent system Productivity Satisfaction Development and growth
  11. 11. 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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