SHAHID AKBAR
Assignment 1
Organisation in oxford dictionary is defined as “a group of people who work together”. An organisation is a consciously coordinated social unit, composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.
The parts of an organization - departments, must integrate their efforts in order to be successful and run effectively. According to David Pendleton and Jennifer King effective organisations have strong values. Successful leaders help organisations articulate their values and live by them.
Organisatonal brhaviour is the study of human agency in organisation of all types. This means an interest in the behaviour of organisations as well as behviour in organisation. No matter what the structure of the organisation is, the activities of an organisation are directed towards a common end, some sort of organisational goal. A goal is a future expectation, which the organisation sets for its self to achieve. This is where good managers stand out above others. Good management acts to develop its people by caring for and training them, setting goals and standards for excellent performance. Every member of the organisation from the top to the bottom shares some responsibility for the organisation’s products and services, and the unique patterns of with which they carry out their responsibilities distinguish their organisation from those of their competitors. According to Hickman and Silva 1985, each employee in an organisation passes valued traits along to succeeding generation. Whatever the goals of the organisation are, they (goals) will determine the nature of its outputs and the series of activities through which those outputs are achieved.
All organisations have common factors, such as the people, objectives its structure and management. All these factors will determine the quality and effectiveness of its organisation. It is important to recognise the role of management as an integrating activity and as the cornerstone of organisational effectiveness. People and organisations need one another. Organisations play a major and continuing role in the lives all of us. According to Etzioni, ‘we are born in organisations, educated by organisations, and most of us spend much of our lives working for organisations’. The decisions and actions of management in organisations have an impact on individuals, other organisations and the community as a whole.
Organisations are made up their individual members, who when joining an organisation have common goal as the organisation. Once an individual has joined a particular organisation, that individual is then a central feature of organisational behviour and a necessary part of any behvioural situation, whether acting in isolation or as part of a group, in response to expectations of the organisation or as a result of outside environment. However occasionally where the needs of an individual and the demands of an organisation are mismatched this can cause frustration to the individual and can result in a conflict. The conflict could be due to changes that are being implemented an organisation. This is where good managers step in and resolve the conflict between the two parties. If a decision is made by the organisation which isn’t accepted by the individuals then the leader of the organisation shows to the individuals that they (leaders) have a clear picture of the world which they aspire and build upon. In order for the conflict to be stopped, a good leader justifies a change. They are able to show why their vision is worth striving for and how the change can be implemented. Good managers make changes that are simple and that could be followed and understood by most if not all of the people in the organisation. A good manager will involve a broad cross section of people in justifying a change that is needed. Because different people can identify how the organisation is failing, as they are in closer contact with the customers and clients than a manger is. A good manager can convince the people in the organisation that a change will offer a better future to them. Good managers do as little as possible to change. Because bringing a change to an organisation is not easy, especially to an organisation like NHS, which has had same sort of working system that has been in place from day one. The change may be necessary in order to save money. All improvements require a change. In order for managers to save money they must make an appropriate change to achieve the goal of the organisation. This change might be getting rid of clinical, junior managerial or middle management staff. Because the managers in the NHS are sometime forced into immediate changes by the governments, the old style NHS mangers can’t do this because they were bought up in a certain way, which was the only they knew, so it was almost impossible for them to make a change. Because the changes were demanded instantly the old NHS managers couldn’t develop long term organisational change strategies, so managers from outside the NHS were bought in to make these changes. The reason for bringing managers from outside the organisation of NHS is that, managers from outside usually study different types of management theories to suit different situations and therefore can put appropriate theory into practice to suit a particular situation. John Adair calls this ‘Situational management’. By studying management theories, managers can make changes quite successfully because of the different ways they have learnt to adapt to different problems. They know more than one way of dealing with a problem.
