Skip to 0 minutes and 8 seconds Cundall do view organisational behaviour as being extremely important. So much so that we have regular communications at partner level, and then down to the next tier if you like, which is the associates, and associate directors, and then again down to the individual teams. And how we do that is every Monday morning we have what we call PNAs, which our partner and associate meetings. So having gone through management board, and then feeding back any decisions and any discussions that happened there are fed down to the partners, and then PNAs. So we share all that information with the associates, but also we expect the associates to feedback to us how their individual teams of performing.
Skip to 0 minutes and 50 seconds So we have a format for those meetings. What we do is we go across four key areas. So we have the business development, we have financial, so we report on finances every month, quality and technical, so how are we at leadership, how are we sharing information, how we are staying abreast of changes and technologies within the industry, and then we have people and resources, which is where we look at workload. You know is everybody busy enough? Do they need any assistance? Are there some teams sort of working harder than others? You know, is there any support that can happen there? And just generally sort of try and balance out the resource a little bit.
Skip to 1 minute and 31 seconds And feed that back to the staff as well, so that the staff feel that they’re being communicated to, they know what the business is doing. We then have quarterly briefing meetings, and what we like to do there, so that’s once every three months. That’s usually sort of targeted for about an hour, but usually lasts about three. And that’s where we ask the staff to share with their peers projects that they’re working on. So they feedback that way. Then on Friday morning the partners around the UK, and actually now we’ve got the European offices involved as well, and we go through resource meetings, so we understand who’s busy on what. What resource needs moving around. We provide secondments to some staff.
Skip to 2 minutes and 15 seconds We’ve had staff go and work in Australia and Hong Kong and Singapore. That all happens as well, that comes off the back of these resource meetings. We’re very, very well joined up. We’re very communicative with our staff and that encourages them to do the same with us. So yeah, we’re very well joined up.
An industrial perspective on the functions of organisational behaviour
In this video, Belinda Morgan, a partner at Cundall (a multi-disciplinary engineering consultancy), talks about the importance of organisational behaviour in shaping business communications.
Regular communications on four key areas (business development, finance, quality and technical, and people and resources) are cascaded to share information so that staff knows what the business is doing. Staff are also encouraged to share information on projects they are working on with their peers.
After watching the video, think about your own practice. How has organisational behaviour helped you in your business communications or studies?
Share your thoughts with other learners in the comments.
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