Transcript
ORGANIZATIONAL BEHAVIOR
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AFTER STUDYING THIS CHAPTER I HOPE THAT YOU WILL BE ABLE TO:
1. Define organizational behavior (OB).2. Describe what managers do.3. Explain the value of the systematic
study of OB.4. List the major challenges and
opportunities for managers to use OB concepts.
5. Identify the contributions made by major behavioral science disciplines to OB.
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6. Describe why managers require a knowledge of OB.
7. Explain the need for a contingency approach to the study of OB.
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Chapter Learning Objectives
Define organizational behavior.
Identify the functions that comprise the management process and relate them to organizational behavior.
Relate organizational behavior to basic managerial roles and skills.
Describe contemporary organizational behavior.
Discuss contextual perspectives on organizational behavior.
After studying this chapter you should be able to:
What Managers Do
Managerial Activities• Make decisions• Allocate resources• Direct activities of others to attain
goals
Managerial Activities• Make decisions• Allocate resources• Direct activities of others to attain
goals
Where Managers Work
Management Functions
ManagementFunctions
ManagementFunctions
PlanningPlanning OrganizingOrganizing
LeadingLeadingControllingControlling
Management Functions
Management Functions
Management Functions
Management Functions
Management Skills
The well-known industrialist of U.S.A late Andrew , when sold his famous 'United State Steel
Corporation', he showed his confidence in organization by
uttering the following words, ………"Take away our factories, …… …… take away our trade, …... …. our avenues of
transportation,… ….. our money,…… ……. leave nothing …… …..but in four
years, .... “we shall re-established
ourselves.”
Definitions of Organization
"Organization may be defined as a group of
individuals, large of small, that is cooperating under the direction of executive leadership in accomplishment of certain common object”.
- Keith Davis, "Organization is the process of identifying and
grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives.”
- Louis A. Allen
Meaning of Organization: organization is the
structure or mechanism (machinery) that enables living things to work together.
In a static sense, an organization is a structure or machinery manned by group of individuals who are working together towards a common goal.
Organization as a Process: Organization as a Framework of Relationship:Organization as a Group of persons:Organization as a System:
In short, organizing is Determining, grouping and
arranging the various activities deemed necessary for the attainment of the objectives,
Assigning of people to those activities,
Providing suitable physical factors of
environment &
Indicating the relative authority delegated to each individual charged with the execution of each respective activity.
Organizational Behavior
Characteristics / Features of Organization
Outlining the Objectives: Identifying and Enumerating the
Activities:Assigning the Duties:Defining and Granting the
Authority:Creating Authority Relationship:
Importance / Need / Advantages / Significance of Organization
It Facilitated Administration and
management: It Help in the Growth of Enterprise: It Ensures Optimum Use of Human
Resources: It Stimulates Creativity: A Tool of Achieving Objectives: Prevents Corruption: Co-ordination in the Enterprises: Eliminates Overlapping and
Duplication or work: Sound or Good Organisation
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The Left Brain The left-side
of the brain is considered to be adept at tasks that involve logic, language and analytical thinking. The left-brain is often described as being better at:
Language Logic Critical thinking Numbers Reasoning
The Right Brain According to the left-brain, right-brain dominance theory, the right side of the brain is best at expressive and creative tasks. Some of the abilities that are popularly associated with the right side of the brain include:
Recognizing facesExpressing emotionsMusicReading emotions ColorImagesIntuitionCreativity
Ready to test yourExec u tive Atten tion capacity? Quick! say aloud what color you see in
every word,
Stoop Test: great Brain Teaser
What is Organizational Behaviour?
Organization:- A place where managers practice
the art of management. An Institution or sub-units of an institution working together for a common goal.
Organization Behavior: - It’s an study of human
behavior. The study is about the behavior of people in an organization. Knowledge about human behavior and its usefulness in improving an organizations effectiveness.
“OB is directly concerned with the understanding, predicting &controlling of human behavior in Organizations”
- Fred Luthaus.
Organization behavior encompasses a wide range of topics such as human behavior, change, leadership, teams etc.
OB is also a field of study. It studies 3 determinants of behavior in organizations:-
Individual. Group. Organization. To sum upOB is concerned with:- Study of what people do in the
organization. How behavior effects the performance of the
organization.
Organizational behaviour can be defined as –
“the study and application of knowledge about human behaviour related to other elements of an organization such as structure, technology and social systems
- LM Prasad. “Organizational behaviour as a
systematic study of the actions and attitudes that people exhibit within organizations.”
- Stephen P Robins
What is Organizational Behavior?
Organizational behavior (OB) is the study of:
Human behavior in organizational settings
The interface between human behavior and the organization
The organization itself
Why Study OB?
Studying organizational behavior can clarify factors that affect how managers manage by: Describing the complex human context of
organizations
Defining the associated opportunities, problems, challenges, and issues
Isolating important aspects of the manager’s job
Offering specific perspectives on the human side of management
Why Study OB? (cont’d)
Studying OB helps managers understand:
The behaviors of others in the organization
▪ Personal needs, motives, behaviors, feelings and career dynamics
▪ Attitudinal processes, individual differences, group dynamics, inter group dynamics, organization culture, power, and political behavior
Interactions with people outside of the organization and other organizations
The environment, technology, and global issues
KEY ELEMENTS OF OB: People Technology Structure Environment
FOUNDATIONS OF OB: Individual Differences Whole person Caused behavior Human dignity Organization as social
system Mutuality of Interest Holistic Concept Need for Management
Scope of OBIndividuals.Groups of Individualsorganisation as a whole
Need for study of OBHelps to understand self and others
better Effective management of peopleTackle human problems humanlyPredict the human behaviour Effective utilisation of human resources
The Nature of Organizational Behavior
The Importance of Organizational Behavior
Organizations can have a powerful influence on our lives: Most people are born and educated in
organizations
Most people acquire most of their material possessions from organizations
Most people die as members of organizations
Many of our activities are regulated by governmental organizations
Most people spend most of their lives in organizations
Organizational Behavior and the Management Process
Management Functions Planning Organizing Leading Controlling
Resources Used by Managers Human Financial Physical Information
Challenges and Opportunity for OB1. Responding to Globalization i) Increased foreign assignments ii) Working with People from different
cultures iii) Coping with anti capitalism backlash. iv) Overseeing movement of jobs to the
countries with low- cost labor v) Managing people during the war on
terror 2. Managing workforce Diversity I. Embracing diversity ii. Changing demographics 3. Improving quality and productivity 4. Improving customer service 5. Stimulating innovation and changes 6. Working in networked organizations 7. Creating a positive work environment 8. Improving ethical behaviour
Challenges and Opportunity for OB
Improving People Skills Empowering People Coping with
“Temporariness” Stimulation Innovation
and Change Helping Employees
Balance Work/Life Conflicts
Improving Ethical Behavior
Leader must be able to describe,
understand, predict and control individual behaviour in the organization. This is explained in the succeeding paragraphs.
(a) Describe: Study of organizational behaviour is based on scientific methods,
(b) Understand: Leaders must understand human behaviour as to why people behave in particular manner and try to identify reasons so that corrective actions can be taken.
(c) Predict: By frequent closer interaction, a leader is in a position to identify the nature of workers.
(d) Control: Managers in the organizations should train their subordinates continuously;& should know when to control where to control& how to control
BEHAVIOUR MODEL FOR ORGANIZATIONAL EFFICIENCY
Basic OB Model, Stage I
Autocratic - The basis of this model is power with a managerial orientation of “Authority”
Custodial - The basis of this model is economic resources with a managerial orientation of “Money”.
Supportive -The basis of this model is leadership with the managerial orientation of “support”.
Collegial - The basis of this model is partnership with the managerial orientation of “Team work”.
MODELS of OB:
Bases of Organizational Behaviour
1. Sociology: The study of group human behaviour
2. Psychology: The science or study of individual human behaviour
3. Social Psychology: Studies influences of people on one another
4. Anthropology: Study of the human race, and culture
5. Political Science: Behaviour of individuals in political environment.
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
The Dependent Variables
x
y
The Dependent Variables
The Dependent Variables
The Dependent Variables
The Dependent Variables
The Independent Variables
IndependentVariables
IndependentVariables
Individual-Level Variables
Individual-Level Variables
OrganizationSystem-Level
Variables
OrganizationSystem-Level
Variables
Group-LevelVariables
Group-LevelVariables
Functions of ManagementPlanning Determining an organization’s desired
future position and the best means of getting there
Organizing Designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units
Leading Getting organizational members to work together toward the organization’s goals
Controlling Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals
Basic Managerial Functions
Organizational Behavior and the Manager’s Job
Basic Managerial Roles Interpersonal Informational Decision-Making
Wanna Be a Manager…. “B+ve”
look carefully & say what it is.......
“The Glass is half ______”
Thinking it all +ive
“The Glass is half EMPTY”
Thinking it all –ive
“The Glass is half FULL”
looks different in terms of attitude???
Important Managerial Roles
Henry Mintzberg’s Managerial Roles
Henry Mintzberg’s Managerial Roles
Henry Mintzberg’s Managerial Roles
Critical Managerial Skills
Technical Skills necessary to accomplish specific tasks within the organization
Interpersonal Skills used to communicate with, understand, and motivate individuals and groups
Conceptual Skills used in abstract thinking
Diagnostic Skills to understand cause-effect relationships and to recognize optimal solutions to problems
Managerial Skills at Different Organizational Levels
Effective Versus Successful Managerial Activities (Luthans)
1. Traditional management• Decision making, planning, and controlling
2. Communications• Exchanging routine information and processing
paperwork
3. Human resource management• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking• Socializing, politicking, and Interacting with others
1. Traditional management• Decision making, planning, and controlling
2. Communications• Exchanging routine information and processing
paperwork
3. Human resource management• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking• Socializing, politicking, and Interacting with others
Allocation of Activities by Time
Organizational Components that Need to be Managed
PeopleStructureTechnologyJobProcessesExternal Environment
Contemporary OrganizationalBehavior
Characteristics of the Field Interdisciplinary in focus
Descriptive in nature
Basic Concepts of the Field
1.Individual processes
2.Interpersonal processes
3.Organizational processes/characteristics
Contemporary Organizational Behavior
ContextualPerspectives
on Organizational Behavior
ContextualPerspectives
on Organizational Behavior
Systems Perspective
Systems Perspective
Situational PerspectiveSituational Perspective
ContingencyContingency
InteractionalInteractional
The Systems PerspectiveSystem
An interrelated set of elements that function as a whole—inputs are combined/transformed by managers into outputs from the system.
Value of the Systems Perspective Underscores the importance of an
organization’s environment Conceptualizes the flow and interaction
of various elements of the organization.
The Situational PerspectiveThe Situational Perspective
Recognizes that most organizational situations and outcomes are influenced by other variables
The Universal Model Presumes a direct cause-and-effect
linkage between variables Complexities of human behavior and
organizational settings make universal conclusions virtually impossible
The Systems Approach to Organizations
Universal Versus Situational Approach
Interactionalism: People and Situations
Interaction list Perspective
Focuses on how individuals and situations interact continuously to determine individuals’ behavior
Attempts to explain how people select, interpret, and change various situations.
The Interactionalism Perspective on Behavior in Organizations
Managing Effectiveness
Managers work toward accomplishing the various goals (outcomes) that exist at specific levels in an organization: Individual-level outcomes
Group-level outcomes
Organizational-level outcomes
Managing for Effectiveness
Organizational Behavior in Action
Based on your reading of the chapter opening case: Why is employee morale at Microsoft so
low despite excellent pay, benefits, and working conditions?
Which basic managerial roles and skills does Microsoft’s Lisa Brummel need to use to convince her fellow Microserfs that the organization really cares about them?
At which level in the Microsoft organization are the most critical problems occurring?
Survival Scenario
1. Break into teams of about 6 to 12 people.
2. A plane or boat has crashed and landed in a deserted location. Each member must make a list of the 12 most important items needed to survive.
3. Then rank the 12 items by importance. 4. Then the group must compare their lists
& come up with an agreed-upon list of 12 items.
TAG TEAM GAME
Objective: You can share with the group
about your individual strengths and positive traits that contribute to the overall success of the group.
U can analyze about u & ur friend It will guide u to identify about u & ur
friends good & bad traits You can think about other attributes
which you can process for ur empowerment.
The groups should make the "ultimate team member”-
CREATE A - A NEW PERSON By combining all your best traits into one
imaginary person. Name that "person” and also draw a picture of
him/her on the large sheet of paper with different
attributes labeled Then you have to write a story about that
person. The story should highlight all of the amazing
things about your imaginary person can do with all of the awesome characteristics he/she process as per you.
Discussion Prompts:1. If one person had all of your best traits
would he/she be much better than any one person in your group?
2. How can you as a group member contribute to the team?
3. How does working as a team make things easier for each person?
4. What can you do s a team than you can't do by yourself?
5. What other attributes do you think you have to contribute to the team that were not mentioned in your story?
6. What other attributes do others in your group have that were not mentioned in your story?
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