Page 154 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 8: Foundations of Organisational Behaviour

1. Mastery of Basic Objective Knowledge: Objective knowledge, in any field of study, is Notes
developed through basic and applied research. Acquiring objective knowledge requires
the cognitive mastery of theories, conceptual models, and research findings.

2. Skill Development: The study of Organisational behaviour requires skill development
and the mastery of abilities essential to successful functioning in Organisations. The
essential skills identified by the US Department of Labour are:
(a) Resource management skills, such as time management.
(b) Information management skills, such as data interpretation.
(c) Personal interaction skills such as team work.
(d) Systems behaviour and performance skills, such as cause-effect relations.

(e) Technology utilization skills, such as troubleshooting.
Many of these skills, such as decision making and information management, are directly
related to the study of Organisation behaviour. Developing skills is different from
acquiring objective knowledge because it requires structured practice and feedback.
3. Application of Knowledge and Skills: It requires the integration of objective knowledge
and skill development in order to apply both appropriately in specific Organisational
settings.

8.3 Determinants of Organisational Behaviour

A complete understanding of the determinants of Organisational behaviour requires both an
understanding of human behaviour and an understanding of the Organisational context within
which human behaviour is acted out. The Organisational context is the specific setting within
which Organisational behaviour is enacted and includes
1. Organisations as systems and
2. The formal and informal organisations.
Let us understand the model in details.

8.3.1 Organisations as Systems

Organisations are systems of interacting components which are people, tasks, technology and
structure. These internal components also interact with components in the Organisation's task
environment. Organisations as open systems have people, technology, structure and purpose,
which interact with elements in the organisation's environment.
Organisations may manufacture products such as steel or deliver services, such as managing
money or providing insurance. To understand how organisations do these things require an
understanding of the open system components of the organisation and the components of its
task environment. Leavitt sets out a basic framework for understanding organisations, a
framework that emphasizes four major internal components. They are
1. Task: The task of the organisation is its mission, purpose or goal for existing.
2. People: The people are the human resources of the organisation.

3. Technology: The technology is the wide range of tools, knowledge and/or techniques
used to transform inputs into outputs.
4. Structure: The structure is how work is designed at the micro level as well as how
departments, divisions, and the overall organisation are designed at the macro level.

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