Organisational Behaviour and People Management
Organisational Behaviour and People Management
This domain covers how individuals and groups behave in organisations and how to manage them effectively. Key concepts include motivation theories (Maslow’s hierarchy, Herzberg’s two-factor theory, Vroom’s expectancy theory), leadership styles (transactional vs. transformational, situational leadership), team development (Tuckman’s stages: forming, storming, norming, performing, adjourning), and organisational culture (Handy’s four types: power, role, task, person). Candidates should also understand group dynamics, conflict resolution, and performance management.
A crucial distinction is between management (getting things done through others) and leadership (inspiring and motivating). Motivation theories often appear in questions asking how to improve employee engagement; traps include assuming one theory fits all situations or confusing hygiene factors with motivators (Herzberg). Another trap is overlooking the difference between groups and teams; a team has interdependent goals and shared accountability.
Performance management involves setting expectations, monitoring, and providing feedback. The SMART framework applies to objective setting. Appraisal methods include 360-degree feedback, which can be powerful but risks rater bias.
Worked example / rule of thumb: When diagnosing a motivation problem, apply Herzberg’s theory by first checking hygiene factors (pay, working conditions, job security). If these are inadequate, they cause dissatisfaction; but improving them alone does not motivate. True motivation comes from motivators such as achievement, recognition, and responsibility. So, a manager should ensure hygiene factors are acceptable, then enrich jobs to provide motivators.
Also consider the psychological contract-the unwritten expectations between employee and employer. Breach can lead to disengagement. In exams, questions may ask you to recommend actions to improve morale; a structured approach using a theory (e.g., expectancy theory: link effort to performance, performance to outcomes, and ensure outcomes are valued) will score well.