ORGANISATION BEHAVIOUR

Organisation Behaviour of Virgin Airline



Organisational Behavior and Culture

Introduction

An important motivating conditions cohesion and effectiveness of the team is the organizational culture - the most important set of assumptions taken by members of organization and expression in the receiving organization declared values, which give people guidance of their behaviour and actions.

Organizational culture consists of six components:

Philosophy that defines the reasons of the organization and its relationship to staff and clients;

dominant values that underpin the organization and which relate to the objectives of its existence or the means to achieve them;

Norms shared by members of the organization and defining the principles of relationships in a team;

Rules that is "game" in the organization;

Climate that exists in the organization and is manifested in what the atmosphere in the organization and how team members interact with the outside world;

Behavioural rituals that can be expressed in the conduct of the organization of certain ceremonies, the use of certain expressions, signs, etc.

The content of the organizational culture:

Specific organizational culture of the collective can be viewed on the basis of the following characteristics:

values (as a set of benchmarks that is good and bad) and rules (as a set of assumptions and expectations of a certain type of behaviour);

Faith in something and the relationship to something - faith in leadership, success, their strength, in reciprocity, in justice, etc.; relationships with colleagues, clients and competitors, evil and violence, aggression, etc. and the influence of religion and morality;

Awareness of themselves and their place in the organization - some cultures value the hiding of their internal employee attitudes, while others encourage their external manifestation, and in some cases, independence and creativity are manifested through cooperation, while in others - through individualism;

Work ethic and motivation - attitude towards work and responsibility for it: the separation and replacement work;

Cleanliness in the workplace; quality of work; habits, work-related, performance appraisal and compensation; relations "man - machine", individual and group work, career advancement;

Process development and training of employees - reckless or conscious performance; rely on the organization of intelligence and virtue; procedures for informing employees, acceptance or rejection of the importance of using logic in the arguments and actions, approaches to explaining the reasons;

Relationships between people - depending on age and gender, status and power, wisdom and intellect, knowledge and experience, rank and protocol, religion, nationality, degree of formalization of relations, receive support, ways of resolving conflicts;

Communication system and the language of communication - the use of oral, written, nonverbal communication, "telephone law" and open communication, jargon, acronyms, gesticulation;

Awareness of time, attitudes to and use - the degree of accuracy and relativity of time for workers, compliance with the interim regulations and incentives for doing so; monochromatic or polychromatic use of time;

Appearance, clothing and representation at work - variety of uniforms and work wear, business styles;

Discussion

Job enrichment

What is job enrichment?

There are increasing job when an employee is given new responsibilities and new tasks that enable them to develop their skills or abilities. For example, a cashier or a cashier in a grocery store ...