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    ORGANISATIONALORGANISATIONALBEHAVIORBEHAVIOR

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    MAJOR CHALLENGES TODAYMAJOR CHALLENGES TODAY

    Inconsistent EconomyInconsistent Economy

    ButBut atat organisationalorganisational levellevel::

    Advanced Information TechnologyAdvanced Information TechnologyGlobalisationGlobalisation

    DiversityDiversity

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    ContdContd

    But:But:

    ManagingManaging thethe peoplepeople thethe humanhuman

    resourcesresources ofof thethe organisationorganisation havehavebeen,been, areare andand willwill continuecontinue toto bebe thethemajormajor challengechallenge andand ofof criticalcriticalcompetitivecompetitive advantageadvantage.. (Eg(Eg.. HHRPK,HHRPK, LagaanLagaan TeamTeam Work)Work)

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    ContdContd

    SamSam Walton,Walton, thethe founderfounder ofof WalWal MartMartonceonce saidsaid::

    People are the Key !People are the Key !

    TechnologyTechnology cancan bebe purchasedpurchased ororcopiedcopied;; itit levelslevels thethe playingplaying fieldfield.. TheThepeoplepeople onon thethe otherother hand,hand, cannotcannot bebe

    copiedcopied.. TheirTheir ideas,ideas, personalities,personalities,motivationmotivation andand organisationorganisation culture,culture,valuesvalues cannotcannot bebe copiedcopied..

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    ContdContd

    TheThe humanhuman resourcesresources ofof ananorganisationorganisation andand howhow theythey areare

    managedmanaged representrepresent thethe competetivecompetetiveadvantageadvantage ofof todaystodays andand tomorrowstomorrowsorganisationsorganisations andand areare widelywidelyrecognisedrecognised asas :: HumanHuman Capital,Capital,

    SocialSocial CapitalCapital andand PositivePositivePsychologicalPsychological CapitalCapital..

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    ContdContd

    HumanHuman CapitalCapital:: WhatWhat youyou knowknow--Education,Education, experience,experience, skillsskills..

    SocialSocial CapitalCapital:: WhoWho youyou knowknow networks,networks, connections,connections, friendsfriends..

    PositivePositive PsychologicalPsychological CapitalCapital:: WhoWhoyouyou areare-- Confidence,Confidence, hope,hope, optimismoptimism

    andandWhoWho youyou cancan becomebecome-- onesones possiblepossible

    authenticauthentic selfself..

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    THE IMPORTANCE OF HUMANTHE IMPORTANCE OF HUMAN

    RESOURCERESOURCE

    BillBill GatesGates onceonce saidsaid:: TheThe inventory,inventory,thethe valuevalue ofof mymy company,company, walkswalks outoutofof thethe doordoor everyevery eveningevening..

    AndrewAndrew CarnegieCarnegie saidsaid:: Take Take awayawaymymy peoplepeople butbut leaveleave mymy factories,factories,andand soonsoon grassgrass willwill growgrow onon factoryfactory

    floorsfloors.. TakeTake awayaway mymy factoriesfactories andandleaveleave mymy people,people, andand soonsoon wewe willwillhavehave aa newnew andand betterbetter factoryfactory..

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    WHAT IS BEHAVIORWHAT IS BEHAVIOR

    AsAs perper thethe IllustratedIllustrated OxfordOxford DictionaryDictionaryandand ConciseConcise OxfordOxford DictionaryDictionary::

    The The wayway oneone conductsconducts oneselfoneself oror

    behaves,behaves, thethe treatmenttreatment ofof othersothers orormoralmoral conductconduct.. TheThe wayway inin whichwhich anananimalanimal oror personperson respondsresponds toto aa situationsituationoror stimulusstimulus isis knownknown asas behaviorbehavior..

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    WHAT IS BEHAVIORALISMWHAT IS BEHAVIORALISM

    As per concise Oxford Dictionary:As per concise Oxford Dictionary:

    The The methodsmethods andand principlesprinciples ofof thethe

    scientificscientific studystudy ofof humanhuman behavior,behavior,advocacyadvocacy of,of, oror adherenceadherence toto aabehavioralbehavioral approachapproach toto socialsocialphenomenonphenomenon..

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    UNDERSTANDING BEHAVIORUNDERSTANDING BEHAVIOR

    ManagersManagers needneed threethree levelslevels ofofexpertiseexpertise::

    TheyThey mustmust understandunderstand thethe pastapasta ndndcurrentcurrent behaviorbehavior

    BeBe ableable toto predictpredict behaviorbehavior

    LearnLearn toto direct,direct, changechange andand controlcontrol

    behaviorbehavior..

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    WHAT IS ORGANISATIONALWHAT IS ORGANISATIONAL

    BEHAVIOR (OB)BEHAVIOR (OB)

    DefinitionDefinition ofof OBOB::

    AA fieldfield ofof studystudy thatthat investigatesinvestigates thethe

    impactimpact thatthat individuals,individuals, groupsgroups andandstructurestructure havehave onon behaviorbehavior withinwithinorganisations,organisations, forfor thethe purposepurpose ofofapplyingapplying suchsuch knowledgeknowledge towardstowards

    improvingimproving anan organisationsorganisationseffectivenesseffectiveness..

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    WHAT DOES OB STUDYWHAT DOES OB STUDY

    ItIt studiesstudies threethree determinantsdeterminants ofof behaviorbehaviorinin organisationsorganisations::

    IndividualsIndividuals

    GroupsGroups

    StructureStructure

    OBOB appliesapplies thethe knowledgeknowledge gainedgained aboutaboutindividuals,individuals, groupsgroups andand effecteffect ofof structurestructureonon behaviorbehavior inin orderorder toto makemakeorganisationsorganisations workwork moremore effectivelyeffectively..

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    ContdContd

    Therefore,Therefore, OBOB isis concernedconcerned withwith thethe studystudyofof whatwhat peoplepeople dodo inin anan organisationorganisation andandhowhow thethe behaviorsbehaviors affectaffect thethe performanceperformanceofof thethe organisationsorganisations..

    OBOB basicallybasically dealsdeals withwith behaviorbehavior relatedrelatedtoto::

    JobsJobsAbsenteeismAbsenteeism

    EmploymentEmployment TurnoverTurnoverProductivityProductivityHumanHuman performanceperformanceManagementManagement

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    CONTRIBUTING DISCIPLINES TOCONTRIBUTING DISCIPLINES TO

    THE FIELD OF OBTHE FIELD OF OB

    OBOB isis anan appliedapplied behavioralbehavioral sciencescience thatthat isisbuiltbuilt onon numbernumber ofof behavioralbehavioral disciplinesdisciplines..

    PredominantPredominant areasareas areare::

    PsychologyPsychology

    SocialSocial PsychologyPsychology

    SociologySociology

    AnthropologyAnthropologyPoliticalPolitical ScienceScience

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    ContdContd

    PsychologyPsychology:: TheThe sciencescience thatthat seeksseekstoto measure,measure, explain,explain, andand sometimessometimeschangechange thethe behaviorbehavior ofof humanshumans andand

    otherother animalsanimals..SocialSocial PsychologyPsychology:: AnAn areaarea withinwithinpsychologypsychology thatthat blendsblends conceptsconcepts

    fromfrom psychologypsychology andand sociologysociology andandthatthat focusesfocuses onon thethe influenceinfluence ofofpeoplepeople onon oneone anotheranother..

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    ContdContd

    SociologySociology:: TheThe studystudy ofof peoplepeople ininrelationrelation toto theirtheir socialsocial environmentenvironmentoror cultureculture..

    AnthropologyAnthropology:: TheThe studystudy ofof societiessocietiestoto learnlearn aboutabout humanhuman beingsbeings andandtheirtheir activitiesactivities..

    PoliticalPolitical ScienceScience:: TheThe studystudy ofof thethebehaviorbehavior ofof individualsindividuals andand groupsgroupswithinwithin aa politicalpolitical environmentenvironment..

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    WHAT MANAGERS DO?WHAT MANAGERS DO?

    ManagersManagers:: IndividualsIndividuals whowho achieveachievegoalsgoals throughthrough otherother peoplepeople..

    ManagersManagers getget thingsthings donedone throughthroughotherother peoplepeople.. TheyThey makemake decisions,decisions,allocateallocate resources,resources, andand directdirect thetheactivitiesactivities ofof othersothers toto attainattain goalsgoals..

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    ContdContd

    OrganisationOrganisation:: AA consciouslyconsciouslycoordinatedcoordinated socialsocial unit,unit, composedcomposed ofoftwotwo oror moremore people,people, thatthat functionsfunctionsonon aa relativelyrelatively continuouscontinuous basisbasis totoachieveachieve aa commoncommon goalgoal oror setset ofofgoalsgoals..

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    MANAGEMENT FUNCTIONSMANAGEMENT FUNCTIONS

    InIn thethe earlyearly partpart ofof thethe twentiethtwentiethcentury,century, aa FrenchFrench industrialist,industrialist, HenryHenryFayolFayol wrotewrote thatthat allall managersmanagers

    performperform fivefive managementmanagement functionsfunctions::Planning,Planning, Organising,Organising, Command,Command,ControlControl andand CoordinateCoordinate..

    TodayToday theythey havehave beenbeen condensedcondensedintointo fourfour:: Planning,Planning, Organising,Organising,Leading,Leading, ControllingControlling..

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    ContdContd

    PlanningPlanning:: AA processprocess thatthat includesincludesdefiningdefining goals,goals, establishingestablishing strategystrategyandand developingdeveloping plansplans toto integrateintegrate

    andand coordinatecoordinate activitiesactivities..OrganisingOrganising:: DeterminingDetermining whatwhat taskstasksareare toto bebe done,done, whowho isis toto dodo them,them,

    howhow thethe taskstasks areare toto bebe grouped,grouped,whowho reportsreports toto whom,whom, andand wherewheredecisionsdecisions areare toto bebe mademade..

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    ContdContd

    LeadingLeading:: AA functionfunction thatthat includesincludesmotivatingmotivating employees,employees, directingdirectingothers,others, selectingselecting thethe mostmost effectiveeffective

    communicationcommunication channelschannels andandresolvingresolving conflictsconflicts..

    ControllingControlling:: MonitoringMonitoring activitiesactivities toto

    ensureensure theythey areare beingbeing accomplishedaccomplishedasas plannedplanned andand correctingcorrecting anyanysignificantsignificant deviationsdeviations..

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    MANAGEMENT ROLESMANAGEMENT ROLES

    HenryHenry Mintzberg,Mintzberg, afterafter aa carefulcareful studystudy ofoffivefive executivesexecutives toto determinedetermine whatwhat thesethesemanagersmanagers dodo onon theirtheir jobs,jobs, concludedconcluded thatthat

    theythey performperform tenten different,different, highlyhighlyinterrelatedinterrelated rolesroles--oror setset ofof behaviorsbehaviors..TheseThese areare groupedgrouped togethertogether asas beingbeingprimarilyprimarily threethree majormajor jobs, jobs, asas underunder::InterpersonalInterpersonal rolesroles

    InformationalInformational RolesRoles

    DecisionalDecisional rolesroles..

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    INTERPERSONAL ROLESINTERPERSONAL ROLES

    FigureheadFigurehead:: SymbolicSymbolic headhead;; requiredrequiredtoto performperform aa numbernumber ofof routineroutinedutiesduties ofof aa legallegal oror socialsocial naturenature..

    LeaderLeader:: ResponsibleResponsible forfor thethemotivationmotivation andand directiondirection ofofemployeesemployees..

    LiaisonLiaison:: maintainsmaintains aa networknetwork ofofoutsideoutside contactscontacts whowho provideprovide favorsfavorsandand informationinformation..

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    INFORMATIONAL ROLESINFORMATIONAL ROLES

    MonitorMonitor:: ReceivesReceives widewide varietyvariety ofofinformation,information, servesserves asas aa nervenerve centercenter ofofinternalinternal andand externalexternal informationinformation ofof thethe

    organisationorganisation..DisseminatorDisseminator:: TransmitsTransmits informationinformationreceivedreceived fromfrom outsidersoutsiders oror fromfrom otherotheremployeesemployees toto membersmembers ofof thetheorganisationorganisation..

    SpokespersonSpokesperson:: TransmitsTransmits informationinformation totooutsidersoutsiders onon organisationsorganisations plans,plans, policies,policies,actionsactions andand resultsresults;; servesserves asas expertexpert ononorganisationsorganisations industryindustry..

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    DECISIONALDECISIONAL

    EntrepreneurEntrepreneur:: SearchesSearches organisationorganisation andanditsits environmentenvironment forfor opportunitiesopportunities andandinitiatesinitiates projectsprojects toto bringbring aboutabout changechange..

    DisturbanceDisturbance handlerhandler:: ResponsibleResponsible forforcorrectivecorrective actionaction whenwhen organisationorganisation facesfacesimportant,important, unexpectedunexpected disturbancesdisturbances..

    ResourcesResources AllocatorAllocator:: makesmakes oror approvesapprovessignificantsignificant organisationalorganisational decisionsdecisions..

    NegotiatorNegotiator:: ResponsibleResponsible forfor representingrepresentingthethe organisationorganisation atat majormajor negotiationsnegotiations..

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    ContdContd

    TechnicalTechnical SkillsSkills:: TheThe abilityability toto applyapplyspecialisedspecialised knowledgeknowledge oror expertiseexpertise..

    HumanHumanSkillsSkills:: TheThe abilityability toto workworkwith,with, understandunderstand andand motivatemotivate otherother

    people,people, bothboth individuallyindividually andand iningroupsgroups..

    ConceptualConceptual SkillsSkills:: TheThe abilityability totoanalyseanalyse andand diagnosediagnose complexcomplexsituationssituations..

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    CHALLENGES ANDCHALLENGES AND

    OPPORTUNITIES FOR OBOPPORTUNITIES FOR OB

    FundamentalFundamental AssumptionsAssumptions ofofContemporaryContemporary OBOB::

    OrganisationsOrganisations cancan bebe mademade moremoreproductiveproductive whilewhile alsoalso improvingimproving thethequalityquality ofof peoplespeoples workwork lifelife..

    ThereThere isis nono oneone bestbest approachapproach toto

    studyingstudying behaviorbehavior inin thetheorganisationsorganisations..

    OrganisationsOrganisations areare dynamicdynamic andand evereverchangingchanging..

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    FORCES SHAPING OB TODAYFORCES SHAPING OB TODAY

    TheThe fieldfield ofof OBOB isis highlyhighly relatedrelated totoseveralseveral economic,economic, socialsocial andand culturalculturaltrendstrends inin todaystodays societysociety.. TheseThese includeinclude::

    1.1. GlobalisationGlobalisation ofof EconomyEconomy..2.2. DiversificationDiversification ofof thethe workforceworkforce..

    3.3. DevelopmentDevelopment ofof flexibleflexible newnew workingworkingarrangementsarrangements..

    4.4. TechnologicalTechnological advancesadvances creatingcreating newneworganisationalorganisational formsforms..

    5.5. TheThe qualityquality revolutionrevolution..

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    IMPORTANT TERMINOLOGIESIMPORTANT TERMINOLOGIES

    GlobalisationGlobalisation:: TheThe processprocess ofofinterconnectinginterconnecting thethe worldsworlds peoplepeopleregardingregarding thethe cultural,cultural, economic,economic,

    political,political, technologicaltechnological andandenvironmentalenvironmental aspectsaspects ofof theirtheir liveslives..

    MultinationalMultinational CorporationsCorporations::OrganisationsOrganisations withwith significantsignificant spreadspreadthroughoutthroughout variousvarious nationsnations butbutheadquarteredheadquartered inin aa singlesingle nationnation..

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    ContdContd

    ExpatriatesExpatriates:: PeoplePeople whowho areare citizenscitizensofof oneone countrycountry butbut livelive andand workwork ininanotheranother countrycountry..

    CultureCulture:: thethe setset ofof values,values, customscustomsandand beliefsbeliefs peoplepeople havehave inin commoncommonwithwith otherother membersmembers ofof aa socialsocial unitunit..

    (Eg(Eg:: AA nation)nation)..

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    ContdContd

    MulticulturalMulticultural SocietySociety:: AA societysociety withwithmanymany differentdifferent racial,racial, ethnic,ethnic,socioeconomicsocioeconomic andand generationalgenerationalsubgroups,subgroups, eacheach withwith itsits ownown cultureculture..

    SubSub cultureculture:: AA smallersmaller culturalculturalsubgroup,subgroup, havinghaving itsits ownown wellwell

    defineddefined culture,culture, operatingoperating withinwithinlarger,larger, primaryprimary cultureculture..