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EFFECTIVE LEADERSHIP IN
COOPERATIVES
HUMAN BEHAVIOUR IN
ORGANIZATIONS
ORGANIZATION AS SOCIAL SYSTEM
INDIVIDUALS
FORMAL INFORMAL
GROUPS GROUPS
FORMAL • Created to fulfill specific
GROUPS goals or undertake
specific tasks.
Set up by the
• Have a formal status and
management of
role conferred by the
an organization
organisation.
to undertake
duties in the • Have definite structures
pursuit of with prescribed leadership
organizational and established rules,
goals. processes and roles.
• Tend to be permanent.
INFORMAL • Created by individual
GROUPS members for the purpose
of sharing a common
Grouping which interest or meeting a
employees
shared need.
themselves
develop in • Emerge from
accordance organisational interactions
with their own and may be contained
needs. Every within formal task groups.
organization
has this kind of
groups.
INFORMAL • Exist for as long as they
GROUPS serve a common interest
or fulfill a common need.
Grouping which
employees • Communication tends to
themselves be flexible and rapid.
develop in Communication within
accordance and between groups is
with their own known as the grapevine.
needs. Every • Could be positively or
organization
negatively contributing.
has this kind of
groups.
INFORMAL GROUPS
Benefits Problems
Lightens workload on management Encourages negatives attitudes
Helps get the work done Resists change
Tends to encourage cooperation Leads to interpersonal and
intergroup conflicts
Gives satisfaction and stability to Weakens motivation and
work groups satisfaction
Improves communication Operates outside of management’s
control
Provides a safety value for Supports conformity
employee emotions
Contributes to higher cohesiveness
ORGANIZATION AS SOCIAL SYSTEM
ENVIRON
PEOPLE
MENT
CULTURE
RELATIONSHIPS
CULTURE
ORGANIZATIONAL CULTURE
Formal Org Informal Org Social Environment
ENVIRON
PEOPLE
MENT
LEADERSHIP
CULTURE
RELATIONSHIPS
LEADERSHIP & ORGANIZATIONAL
BEHAVIOUR
Human … determines
behavior in an the quality of
organization... work,
progress and
success of the
organization.
“…It is what people do or do not
do that ultimately determines
what the organization can or
cannot become…”
Human Behavior in Organizations
• About how • About how
individuals, individuals,
people and people and
groups act in groups relate to
organizations one another in
(individualization) organizations
(socialization)
Individual rights
INDIVI Self-respect
Loosely knit
DUALI
social networks
ZATION Personal rewards
& careers
Group SOCIA
Harmony LIZA
“What is best for
the TION
organization?”
TOO HIGH HIGH SOCIALIZATION
SOCIALIZATION & & HIGH
TOO LITTLE INDIVIDUALIZATION
INDIVIDUALIZATION CREATIVE
CONFORMITY INDIVIDUALISM
TOO LITTLE TOO LITTLE
SOCIALIZATION & SOCIALIZATION &
TOO LITTLE TOO HIGH
INDIVIDUALIZATION INDIVIDUALIZATION
ISOLATION REBELLION
Models of Organizational Behaviour
AUTOCRATIC CUSTODIAL
SUPPORTIVE COLLEGIAL
Models of Organizational Behaviour
Power: orientation
AUTOCRATIC CUSTODIAL
of authority
Employee
orientation: obedience
& dependence on boss
Employee need met:
subsistence
SUPPORTIVE COLLEGIAL
Performance result:
minimal
Models of Organizational Behaviour
AUTHOCRATIC CUSTODIAL
SUPPORTIVE COLLEGIAL
Models of Organizational Behaviour
Partnership:
orientation of
AUTHOCRATIC
teamwork CUSTODIAL
Employee
orientation: responsible
behaviour & self-
discipline
Employee need met:
SUPPORTIVE
self-actualization COLLEGIAL
Performance result:
moderate enthusiasm
Models of Organizational Behavior