Page 50 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 2: Development of Management Theories

with the increasing level of the layer in the organisation and at the top only one layer Notes
remains that ultimately envelops the entire organisation. Every level and every individual
at that level is assigned a role which is played by everybody in relation to those having
role relationships. Accordingly, an individual gets certain privileges and prerogatives
over others.
5. Physical Environment of the Work Situation: The technical equipment, technology
employed design of machines, arrangement of jobs, etc. constitute the physical
environment of the work situation. It provides, implies or embraces the physical conditions
under which a person is to perform the work and it affects skills, motivations and
perceptions of people ultimately leading to a particular efficiency level.

Task Identify the tasks and roles performed by key staff members of your college.

2.3.2 Nature of their Mutual Interdependency

The above parts of a system of an organisation work in unison for the attainment of a common
goal. While performing their individual roles, they hardly work independently and to prove
themselves productive, they work cooperatively and in collaboration with each other. Thus,
these parts interact within and between themselves and such interaction may be inter-part
interactions and intra-part interactions.
1. Inter-part interactions: Each part of the organisation interacts with all other parts.
Individuals interact with informal organisations to get their social needs satisfied which
formal organisation fails to satisfy. It makes modifications in individuals and expectations
of the organisations. The individual may mould the group according to his point of view
and by convincing the group, they can put their viewpoint before the organisation. Thus,
each part interacts affecting each other and resulting in mutual modification of expectancies.
Consequently demands and expectations of individual reconcile for harmonious
relationships. The same may happen with organisations.
2. Intra-part interactions: Individual performs a very minute part of the total job and even
for that limited task he is to seek assistance from others such as mechanic for removing the
defects of a machine or for oiling the machine, etc. Thus, the individual’s job may be a part
of the series of processes involved, i.e., one may be a supplier for raw material for a job
while the other depends for raw materials on others. In this way no part can complete his
job without the assistance of others and thus their actions affect each other.

2.3.3 Linking Processes

As we have mentioned earlier no one part works in isolation. They are interdependent and
interrelated. The linking processes are decision, communication, action and balance. The
interrelationship between the parts effects decisions which conversely explains the relationship
through the decision processes. This shows the flow of significant decisions and how decisions
are arrived at through socio-metric authority, power, functional communication, etc. processes.
All parts make decision and most of them especially the important ones are the product of joint
efforts of various parts. Thus, the decision process links the various parts. Through communication
process, various parts are able to get, store, retrieve and feed information to the action centres
and such centres implement the decisions. So, through action process, decisions are implemented.
Different units are controlled, integrated and balanced in order to be sure that no one part
dominates the other parts.

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