Week 6 - Organisational Dynamics and Psychosocial Hazards Flashcards
(25 cards)
What is an organisation?
Group of people with common goals who follow operating procedures
Classic Organisation Theory
Bureaucracy as ideal (Weber)
Emphasised architecture over processes (large vs small span)
Descriptions of organisation - division of labour, delegation, structure, span of control
This model places premium on control of behaviour by org.
Constraints - assumes one best configuration, assumes member behaviour does not affect organisation
Human Relations Theory
Added human element
Theory X and Theory Y
- Theory X - subordinate behaviour needs to be controlled (authoritarian)
- Theory Y - subordinates are active and responsible (empowering)
Growth perspective (Argyris) - humans have natural development sequence that can be enhanced/stunted by organisations
- Passive > active, dependent > independent, immediate > delayed gratification, concrete > abstractions, few > many abilities
Systems theory - contingency theory
Organisations must be open to environment (suppliers, government, culture, customers, etc)
- take in resources > transform resources > send out results
Woodward organisation types - contingency theory
Span of control varies, different technologies better suited
- 1. small batch (less formal)
- 2. large batch/mass production (more rigid)
- 3. continuous process (less formal)
Lawrence & Lorsch - contingency theory
Environmental stability dictates best form
- Mechanistic - stable, formal rules, small span
- Organic - unstable, less formal, large span
Mintzberg forms of coordination - contingency theory
Mutual adjustments, direct supervision, standardisation of work processes/KSAOs/outputs/norms
Organisational climate
Shared perception of employees about work entity
History - Lewin autocratic vs democratic climate, now clear that multiple climates exist in organisation (service, safety, psychosocial)
Organisational culture
Issues of value and meaning of actions in organisation
Weber - clash of cultures likely responsible for merger failures
Schein’s model of culture
Three layers
- 1. Artefacts (visible structures and processes)
- 2. Espoused beliefs and values (ideals, goals)
- 3. Underlying assumptions (unconscious, taken for granted)
Hofstede’s cultural dimensions
- Power distance - extent to which less powerful accept unequal power
- Individualism vs collectivism
- Motivation towards success - wanting to be best vs liking what they do
- Uncertainty avoidance (tolerance of ambiguity)
- Short vs long-term orientation
- Indulgence - extent to which they control desires and impulses
Lewin’s three-phase change process
Unfreeze (become aware) > change (adopt new) > refreeze (stabilise new)
Types of change
Episodic change - infrequent, intentional, often embraced (minimised uncertainty), can be stressful and disruptive,
Continuous change - evolving, improvised, Lewin’s model fails here
Resistance to change
Economic fear, fear of unknown, fear of altered social relationships, structural inertia, work group inertia, power balance threats, prior unsuccessful change
Emerging commonalities in organisational interventions
Strategic, team-centred, statistical, participatory, quality-focused
Key psychosocial hazard terms
Psychosocial factor - element within employer influence that can impact psychological health
Psychosocial hazard - work feature that increases potential of work-related stress and harm
Psychosocial risk - potential of psychosocial hazards to cause harm
Psychosocial hazards may stem from
- Job design
- Jobs with inherent psychosocial hazards
- Equipment/environment
- Social factors
Psychosocial hazard examples
Low/high job demands, low job control, poor support, lack of clarity, poor org. justice, poor reward
Traumatic events, remote work, violence, poor environment, bullying, harassment
Health impact of psychosocial hazards
Psychological + physical
Short-term - sleep issues, mood changes, fatigue, headaches
Long-term - mental/physical issues, anxiety, depression, suicide
Huge financial impact also for employers
Mechanism of injury
Common controllable hazards (demands, clarity, support, control, etc.) + increased trauma, bullying, aggression, harassment = stress, burnout, reduced engagement, illness, injury
Employer’s duty of care
PCBU must:
- Effectively manage hazards
- Ensure health and safety of workers from third parties
- Ensure health and safety of any other person in relation to the business
What is reasonably practicable for an employer?
Likelihood of hazard occurring, degree of possible harm, what is known about the risk, cost of measure
Managing psychosocial hazards
PCBU must provide: safe systems, safe environment, access to welfare, training, monitoring health of workers
SafeWork NSW Risk Management Model
Essential elements - leader commitment, worker consultation, planning
Step one - identify hazards (ongoing step) using data, employees, WHS reports
Step two - assess and prioritise risks (do a risk assessment if things are unclear)
Step three - control risks (work design, training, adjustments)
Step four - maintain, monitor and review control effectiveness
