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Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
Organisational Behaviour -- OB 5
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Organisational Behaviour -- OB 5

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Series of lectures on Organisational Behaviour for Bachelor Student at Euromed Management - Business School based in Marseille, France.

Series of lectures on Organisational Behaviour for Bachelor Student at Euromed Management - Business School based in Marseille, France.

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  • 1. Stéphanie MITRANO-MÉDA Organisational Behaviour week 5: organisational structure
  • 2. Today’s Group presentations ➊ Individual & group ➍ decision making & ethics Conflicts in organisations present in week 7 present in week 4 ➋ Organisational ➎ environment Learning and motivation present in week 5 present in week 8 ➌ Organisational structure ➏ Power, politics & influence present in week 6 present in week 9 2 groups to present
  • 3. Organisational structure
  • 4. Organisation group of people + relationships + common purpose
  • 5. Organisation Structure group of people + relationships + common purpose
  • 6. Elements of structure
  • 7. Job specialisation
  • 8. Departmentalisaton
  • 9. Centralisation deCentralised Centralised
  • 10. Span of control
  • 11. Design your organisation
  • 12. Types of structure
  • 13. Simple structure
  • 14. Bureaucracy
  • 15. Organic structure
  • 16. Environment & structure
  • 17. Environmental impact Stable Dynamic Complex Simple Mintzberg, 1978
  • 18. Environmental impact Stable Dynamic Complex Simple Mintzberg, 1978
  • 19. Environmental impact Stable Dynamic Decentralised Decentralised Bureaucratic Complex (standardised Organic (mutual adjustment) competencies) Centralised Centralised Bureaucratic Simple (standardised Organic (direct supervision) processes & tasks) Mintzberg, 1978
  • 20. Structure & culture
  • 21. Hofstede’s parameters : ➀ Individualism ➁ Power distance ➂ Risk taking ➃ Masculinity ➄ Long-term orientation ➅ High context
  • 22. 1. Individualism Star employees, unwritten rules, storytelling marketing, transversal work, flexible working hours & open salary grid. Matrix structure. R&D or sales focus. Seeking big accounts.
  • 23. 2. Power distance Old company, pyramid hierarchy, many hierarchy levels, detailed salary grid, communication and complex information management. Patriarchal management style. Focus on production. Regional or national markets.
  • 24. 3. Risk taking Opportunity seeking, export, emotional / charismatic management, favouring unstable situations generating new ideas, failure as a learning experience... Project management. Focus on R&D, or marketing / sales. Seeking original and profitable niches.
  • 25. 4. Masculinity Assertive and performance management, war-like / competitive strategic vision, external growth, on the stockmarket... Management by objectives. Focus on production or sales. Seeking market shares
  • 26. 5. Long term orientation Perseverance, organic growth, stability, stable hierarchical grid, low turnover... Cost & people management. Focus on R&D, production & logistics (process). Seeking tenders business.
  • 27. 6. High context Jargon, expertise, long socialisation, tight groups, strong company culture... Information management. Focus on R&D, and expertise. Seeking recognition and differentiation.
  • 28. Individualism 10 0 Power Masculinity 80 distance 60 40 20 USA China SwEden France Long-term orientation Risk taking High Context
  • 29. Strategic Vision CLIENT INTIMACY OPERATIONAL PRODUCT EXCELLENCE LEADERSHIP
  • 30. Client intimacy Provide solutions and help clients. Give salespeople responsibilities. Measure customers’ loyalty. Be flexible. Operational excellence Product leadership Focus on distribution and a Develop innovation and implement it zero defect service. into original products. Centralise responsibilities Projects management and modular and define clear missions. structure. Define efficient processes. Reward individual ideas. Act in a single clear way. Think «out of the box».
  • 31. Strategic Vision CLIENT INTIMACY OPERATIONAL PRODUCT EXCELLENCE LEADERSHIP
  • 32. What is your organisation’s culture ?
  • 33. Life cycles of the organisation
  • 34. Managing a growing team
  • 35. Managing a growing team ra cy ea uc b ur
  • 36. Changing technical system Mass production Unitary production
  • 37. Changing technical system ation rdis anda Mass production st Unitary production
  • 38. Changing property Shareholders Sole Associate / owner private investor
  • 39. Changing property at ion lis orma Shareholders f Sole Associate / owner private investor
  • 40. Next week’s individual assignment subject ➊ Perceptions, attitudes & ➎ Conflicts in organisations personality hand in week 7 hand in week 3 ➋ Individual & group ➏ decision making & ethics Learning and motivation hand in week 8 hand in week 4 ➌ Organisational ➐ Power, politics & environment influence hand in week 5 hand in week 9 ➍ Organisational structure ➑ Leadership hand in week 6 hand in week 10
  • 41. Suggestions for individual assignment Read chapter 14 in SNN. • Choose a company (gather information) and write about its structure using what we’ve seen in today’s lecture. • Report about your experience in class with your group company, describing the structure and how you came to choose this one..
  • 42. Next week’s group assignment subject ➊ Individual & group ➍ decision making & ethics Conflicts in organisations present in week 7 present in week 4 ➋ Organisational ➎ environment Learning and motivation present in week 5 present in week 8 ➌ Organisational structure ➏ Power, politics & influence present in week 6 present in week 9 2 groups to present each week
  • 43. Suggestions for group assignment Read chapter 14 in SNN. • Make a presentation to answer Good Foods CEO’s memo (p422 in SNN or «Session5 structure material.doc» on campus virtuel) • Illustrate with a presentation or a group meeting role play what structure you chose for your group company and why.
  • 44. further Chapter 14 reading about today’s Chapter 21 lecture
  • 45. Chapter 5 preparng for next week Chapter 13

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