Chapter one introduction to organization

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MGT 183
Principles of
Organizational
Behavior
Prepared by
Wan Zahirnoordin@
Saito College 2014

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CHAPTER ONE
INTRODUCTION TO
ORGANIZATION

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What do you understand by this
illustrations?

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You Tube
• http://www.youtube.com/watch?v=wdsmU
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• http://www.youtube.com/watch?v=yMN4d
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• http://www.youtube.com/watch?v=UhxINyI
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• http://www.youtube.com/watch?v=Y47qRv
PHoVU

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Learning Outcomes
An introduction to Organizations.
1.1 What is an organization?
1.2 What are organization goals?
1.3 Define Organizational Behavior.
1.4 Organization Structure and Culture Management.

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1.1 What is organization?
 An organization is a group of two or more people
working together to achieve a common goal.
 Eg: Saito College Sdn. Bhd atau Royal Malaysian
Police.

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Defining "Goal“
A goal is a statement of a desired future an organization wishes to
achieve. It describes what the organization is trying accomplish.
Goals may be strategic (making broad statements of where the
organization wishes to be at some future point) or tactical (defining
specific short-term results for units within the organization).
Goals serve as an internal source of motivation and commitment and
provide a guide to action as well as a means of measuring performance
(Barton, 2000).
Defining organizational goals helps to conceptualize and articulate the
future direction of the organization, thus allowing those responsible for
setting that direction to develop a common understanding of where the
organization is heading. Goals provide a way of assuring that an
organization will get where it wants to go.

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DETERMINING
OBJECTIVES
SPECIFIC
TIMELY MEASURABLE
ATTAINABLEREALISTIC
SETTING GOALS
S M A R T

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Specific
A goal is specific when it provides a description of what is to be
accomplished. A specific goal is a focused goal. It will state exactly what
the organization intends to accomplish. While the description needs to
be specific and focused, it also needs to be easily understood by those
involved in its achievement. It should be written so that it can be easily
and clearly communicated. A specific goal will make it easier for those
writing objectives and action plans to address the following questions:
i. Who is to be involved?
ii. What is to be accomplished?
iii. Where is it to be done?
iv. When is it to be done?

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Measurable
A goal is measurable if it is quantifiable. Measurement is
accomplished by first obtaining or establishing base-line data. It
will also have a target toward which progress can be measured,
as well as benchmarks to measure progress along the way. A
measurable goal will answer questions such as:
i. How much?
ii. How many?
iii. How will you know when it is accomplished?

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Attainable
There should be a realistic chance that a goal can be
accomplished.
This does not mean or imply that goals should be easy.
On the contrary, a goal should be challenging. It should be set by
or in concert with the person responsible for its achievement.
The organization's leadership, and where appropriate its
stakeholders, should agree that the goal is important and that
appropriate time and resources will be focused on its
accomplishment.
An attainable goal should also allow for flexibility. A goal that can
no longer be achieved should be altered or abandoned.

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Relevant
Goals should be appropriate to and consistent with the mission
and vision of the organization.
Each goal adopted by the organization should be one that moves
the organization toward the achievement of its vision.
Relevant goals will not conflict with other organizational goals. As
noted earlier, goals are set by or in concert with the person
responsible for achievement.
It is important that all short-term goals be relevant (e.g.,
consistent) with the longer-term and broader goals of the
organization.

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Time-bound
Finally a goal must be bound by time. That is, it must have a starting and
ending point. It should also have some intermediate points at which
progress can be assessed.
Limiting the time in which a goal must be accomplished helps to focus
effort toward its achievement.

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Types of Goals
Official goals
are the general aims of an organization as expressed in the corporate
charter, annual reports, public statements and mission statements. Their
purpose is to give the organization a favorable public image, provide
legitimacy, and justify its activities.
Operative goals reflect the actual intention of an organization.
They describe the concrete steps to be taken to achieve the
organization's purpose. They often don't correspond with official goals.

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For example: Many organizations mention environmentally friendly
behavior as a goal of the organization. However in a study of
organizations actually including environmental friendly behavior as an
organizational goal, very few had corresponding operative goals, i.e.
very few delineated how such behavior would be implemented in the
different departments of the organization.

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1.3 Explain what is Organizational Behavior?
Define as:
It is a field of study that investigates how individuals, groups and
structures impact behavior within organization.
A field of study what investigates the impact that individuals, groups, and
structure have on behavior within organizations for the purpose of
applying such knowledge toward improving an organization’s
effectiveness. Stephen P. Robbins

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Three levels of analysis in organizational behaviour.
OB studies three determines of behavior in organizations, Individuals,
groups and structure.
OB applies the knowledge gained about individuals, groups and the
effect of structure on behavior in order to make organizations work more
effectively.
OB is concerned with the study of what people do in organization and
how that behavior affects the performance of the organizations.
There increasing agreement as to the components of OB ,but there is
still considerable debate as to the relative importance of each,
motivation, leader, behavior and power, interpersonal communication,
group structure and processes, learning, attitude development and
perception ,change processes, conflict, work design and work stress.

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Relationship between Individual, Group and Structure in Organizational
Behavior

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Basic Assumptions
• Contingency Theory (Pendekatan IF
THEN)SENARIO.
• The contingency approach to managing
organization explores ways to meet the different
needs of different management situations.
• Level of Analysis
• Individual, Group & Structure
Individual
Group
Structure
Identify and explain the basic assumption of
organizational behaviour.

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The high performance global organizations are designed to work in global
environment by building capable workforce for sustainable organizational
results.
1) Work in the group of 5 to 7 members. Discuss the key trends that effect
OB in global organizations.
Globalization
Quality and productivity
Technology
Ethics
Diversity
Nation Building

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The formal framework by which job tasks
are divided, grouped, and coordinated Organiza
tional
Structure

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Organizational Structure
a. Work Specialization
b. Departmentalization
Functional
Product
Geographical
Process
Customer
c. Chain of Command
Authority
Responsibility
Unity of Command

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Organizational Structure
d. Span of Control
e. Centralization
f. Decentralization
g. Formalization

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Culture Management

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• Power Culture
• Role culture
• Decisions are made
by one people or
small number of
people.
• Individuals are
assigned a specific
role or job.

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• Task culture
• Person culture
• use of teams to
complete tasks
especially if the
task/objective has a
number of steps.
• people working within
the organization as
they rely on the
specialist knowledge
of the workforce.

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• Forward culture
• Backward culture
• Organizations that have an
entrepreneurial spirit, embrace
change and take risks, are said
to be forward looking.
• A backward looking culture
does not embrace change and
is led by systems and
procedures

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When we walk into an organization we often get a 'feeling' about it; whether it
feels fast moving and responsive, or old and backward looking, this 'feeling'
is referred to as the 'organizational culture'. Culture is about how a firm
organizes itself; rules, procedures and beliefs make up the culture of a
company.

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Definition of Culture
&
Organizational Culture.

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Defined as shared ways of thinking and
doing things.
Culture:

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The basic pattern of shared assumptions, values
and beliefs that govern behaviour within a
particular organization.
Organizational Culture

1. It is a deeply embedded form
of social control.
Organizational Culture has 3 main functions:
2. It is also the “social glue” that
bonds people together and
makes them feel part of the
organizational experiences.
3. Corporate culture helps employees
make sense of the workplace.

Organizational Concepts:
1) Responding to
globalization
2) Managing workforce
diversity
3) Improving quality and
productivity
4) Improving people skills
5) Empowering people
6) Coping with
temporariness
7) Simulating innovation
and change
8) Improving ethical
behaviour

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Key biographical
characteristics
1) Age/ Umur.
2) Gender/ Jantina.
3)Marital status/
Status perkahwinan.
4) Tenure/ Tempoh
perkhidmatan.

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A SAMPLE OF ORGANIZATIONS CHART.

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Dasar Kualiti & Objektif
Dasar Kualiti
• Komitmen Majlis adalah memberikan perkhidmatan yang cepat, tepat berkesan dan mesra
serta berinisiatif untuk menambah baik kualiti perkhidmatan bagi kepuasan hati pelangan.
Objektif
• Membangunkan ekonomi yang berdaya saing dan dinamik.
• Menjadikan Petaling Jaya sebagai pusat perdagangan dan kediaman idaman.
• Menjadikan Petaling Jaya sebagai bandaraya dalam taman.
• Menjadikan Petaling Jaya sebagai bandaraya bebas halangan.
• Menjadikan Petaling Jaya sebagai "Bandaraya Ilmu(Knowledge City)".
• Menguruskan alam sekitar berdasarkan prinsip pembangunan mampan.
• Membentuk modal insan yang penyayang, dinamik dan cemerlang.
• Menyediakan, mengurus dan menyelenggara aset secara sistematik dan terancang.
• Menjadikan inovasi dan kreativiti sebagai teras pengurusan dan pentadbiran
Majlis(Strategi Blue Ocean).

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MISI DAN VISI
Misi
• Menyediakan Kemudahan Dan Perkhidmatan Yang Berkualiti Demi Kesejahteraan
Petaling Jaya
Visi
• Petaling Jaya Bandaraya Peneraju, Dinamik dan Lestari

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MOTO DAN MATLAMAT
Moto
• Mesra Cepat dan Tepat - Kualiti Keutamaan Kami
Matlamat
• Menjadi Bandaraya Terulung Dalam Penyediaan Perkhidmatan Dan Prasarana Yang
Berkualiti Untuk Pelanggan

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PIAGAM PELANGGAN MBPJ
KOMITMEN KAMI IALAH UNTUK MEMBERI PERKHIDMATAN BERKUALITI DENGAN MESRA,
CEPAT DAN MEMUASKAN
• Memberi perkhidmatan yang mesra, cepat, tepat dan sistematik pada setiap masa.
• Memberi maklum balas kepada permohonan, aduan dan perkhidmatan dalam tempoh dua(2)
minggu.
• Mengutip semua jenis hasil Majlis mengikut tempoh yang ditetapkan.
• Menguatkuasakan Undang-Undang dan Peraturan pada setiap masa.
• Meluluskan Pelan Pembangunan dalam tempoh tiga(3) bulan dengan syarat pihak berkenaan
mengemukakan permohonan lengkap dan mematuhi dasar serta prinsip yang ditetapkan.
• Meluluskan permohonan permit dan lesen dalam tempoh satu(1) hari dengan syarat pihak
berkenaan mengemukakan dokumen lengkap dan mematuhi dasar serta prinsip yang ditetapkan.
• Melaksanakan perkhidmatan penyelenggaraan prasarana mengikut jadual yang ditetapkan.
• Menjamin kebersihan dan kesihatan awam serta keselesaan penduduk pada setiap masa.
• Melaksanakan tanggungjawab sosial melalui aktiviti kemasyarakatan bagi penduduk mengikut
program yang ditetapkan.

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Review questions
1) Define organization.
2) Do you agree Royal Malaysian Police is formal organization? Explain.
3) Organizational Behavior refer to ______________________________.
4) If manager face problems within department, name two best approached
you think he or she might use that recommended by Organizational
Behavior study. Briefly explain each of basics assumption.
5) State THREE (3) level of analysis in OB?
6) State THREE (3) Biographical Characteristics of individuals that is related
to his / her behaviour.
7) Differentiate between Culture and Organizational Culture?
8) Describe “high performance global organizations”?
9) What kind of managerial challenges to organizations face nowadays?
10) Elaborate ‘social glue’ one of the important element in organizational
culture.

Chapter one introduction to organization

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