Chapter 8: Behaviour in media organisations and organisational behaviour.

There is a dynamic and a tension between the individual and the organisation for which he or she works. It can be a virtuous or a vicious circle, reinforced through positive or negative feedback. Therefore, the individual's behaviour within the dynamics of a business environment is a key determinant to the success or failure of the individual and, by extension, the firm. This chapter considers and reflects on the attributes of the individual and his or her behaviour within an organisation. By so doing, we attempt objectively to examine the needs of the individual and the wants of the organisation. Whilst we might crave a sense of belonging, most of us would also like to think that we are special and unique. To an extent this is true, but to others we are identified by the following classes and associated sub-groups: • Gender -- male, female • Intellect -- nature, nurture (the mental models we maintain) • Temperament -- personality (specific, inherited, learned) • Culture -- ethnic group, religious group, national, organisational • Social -- family, location, education, work, pastimes • Health -- age, social, genetic, social group, lifestyle, occupation, and all of the other classes above. There are many systems to code these differences quantitatively. Academic exams and IQ tests attempt to differentiate intellect. Social scientists examine values, beliefs and buying behaviour. In international sport, we are even tested for our sex. These measures enable others to sell to us, select us, predict our buying behaviour, and indicate national trends etc. Business managers and recruiters apply the techniques of psychometrics to aid the selection process for recruitment and succession. Sociologists and psychologists look for patterns, similarities, correlation and significance in the data produced between individuals, within groups and between groups. It is important for the manager within the audiovisual industry to have an insight into individual and group behaviour. Management is not just about the process of production; it is as much to do with managing people. It is important to understand the range of personalities and temperaments that are found within production groups. Many have argued that to do so effectively, you also need to understand yourself. We need to be aware that there are identifiable attributes, values and beliefs that individuals share, and others that they do not share. Do production managers or researchers or engineers share more than just a job specification? This knowledge may enable you to manage yourself, individuals and teams more effectively. The significance for individuals is to gain some insight into their personal profile; it may even help them determine whether they are the right person for the audiovisual industry! This chapter, whilst based on theories of behaviour, does wander into the realm of industrial relations and human resources. We begin by examining some of the theoretical models of individual personality and temperament taken from Maslow and Jung, and then move on to consider how they might apply to the individual working within the audiovisual industry. Finally, we consider the dynamics of groups by reviewing the work of Belbin, and W. R. Bion gives us some insights into conscious and unconscious behaviours. Modes of employment within the television industry have changed profoundly in the two decades leading up to the millennium, from secure employee status to short-term contracts. From its earliest days, film production has been a model of mixed employment that includes casual and freelance workers, short-term projects, short-term contracts and full-time retained staff. The entire audiovisual industry remains a precarious occupation. Most production staff would agree that you are 'only as good as your last job' in the negotiations to secure the next one.… [ABSTRACT FROM AUTHOR]