Heaf Professional College


ORGANISATIONAL DESIGN & BEHAVIOUR

The Program provides the ability to analyse the structure, processes and management of organisations, and the ‘tools’ to search for the most appropriate ways of improving organisational performance and effectiveness.  It provides a framework for understanding the order and systems of command through which the work of the organisation is undertaken, and outlines the attention needing to be given to key organisational principles and the consideration of structure.  The Program explains and shows how to develop organisational effectiveness, and the importance of the role of management as an integrating activity.

This Program covers a range of areas related to management, organisational behaviour, organisational setting and organisation structures, including the essential nature of managerial work, the context in which the activity of management takes place, the manner in which responsibilities for and duties of management are exercised, and the process of management and execution of work.  Therefore it is a valuable and helpful Program for anybody seeking to become, or develop further, as a professional manager, executive or other senior figure in an organisation.

SUMMARY OF MAJOR TOPICS COVERED INCLUDE:

The Context of Management and Organisational Behaviour:

  • The changing nature of organisational behaviour and work organisation
  • The relevance of management and organisational behaviour theories
  • Organisational environment and culture
  • Contrasting 19th, 20th and 21st century management

The Nature of Organisational Behaviour:

  • Organisational behaviour and influences on behaviour in organisations
  • Behavioural science – a multi-disciplinary approach
  • Organisational effectiveness and management as an integrating activity
  • Psychology, culture and organisational behaviour

Approaches to Organisation and Management

  • Management theory: classical approaches, scientific management, bureaucracy, structuralism
  • Management theory approaches: human relations, systems, contingency
  • Other approaches to the study of organisations, the decision-making approach, social action
  • Benefits to the manager and applications of organisation theory in practice

The Nature of Organisations

  • Organisations: formal and informal, private and public sector, production and service
  • Functions and components of an organisation, activity, authority and organisations
  • Organisations as open systems, interactions with the environment, sub-systems
  • The analysis of work organisations, contingency models, technology and managing technical change

Organisational Goals

  • The nature, functions and integration of organisational goals
  • Classification and alteration of organisational goals
  • Organisational ideologies and principles, values and beliefs
  • Objectives and policy, multiple objectives and actuality

Organisational Strategy and Responsibilities

  • The need for strategy, the concept of synergy
  • SWOT analysis, the management of opportunities and risks
  • Social responsibilities of organisations, stakeholders
  • Corporate social responsibility, business ethics, values, related legislation

Organisation Structure and Design

  • The nature, importance and design of good structure; effect on organisational behaviour
  • Levels of organisation, hierarchy, objectives, spans of control, the scalar chain
  • Task and element functions, division of work, centralization and decentralization
  • Structures: flat, formal, line and staff, project teams and matrix organisation

Patterns of Structure and Work Organisation

  • Variables influencing organisation structure, size, technology, environment, flexibility
  • Studies and theorists: Woodward, Perrow, Burns and Stalker, Lawrence and Lorsch
  • Mixed and alternative forms of organisation structure, the contingency approach
  • Delegation and manager-subordinate relationships, control, empowerment

Technology and Organisations

  • Developments, adoption and introduction of new technology
  • The influence of social, political and contextual factors
  • Managerial and employee involvement in technical change
  • Acceptance of technical change, job redesign and work humanization


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