Organizatgional Behaviour

8/6/2019 Organizatgional Behaviour

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Sohan S Chandel


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A consciously coordinated social unit,

composed of a group of people, which

functions on a relatively continuous basis to

achieve a common goal or set of goals.


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A field of study that investigates the impact

that individuals, groups and structure have

on behavior within organizations, for the

purpose of applying such knowledge toward

improving an organizations effectiveness.


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EX H I B I T 13 (contd)

Psychology

The science that seeks to measure, explain, and sometimeschange the behavior of humans and other animals


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Sociology

The study of people in relation to their fellow human beings


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Social Psychology

An area within psychology that blends concepts frompsychology and sociology and that focuses on the influence of

people on one another


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Anthropology

The study of societies to learn about human beings and theiractivities


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Dynamic, life-giving element in every

organization.Quality and Performance of managers is an

effective advantage.


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Ti me Management

Focus on his contribution to organization

Achieving results rather than simply working


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Building upon strengths of staff, supervisor

and themselves

Take effective decisions after throughanalysis of facts and information


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Management Skills

Technical Skills

The ability to apply specializedknowledge or expertise

Human SkillsThe ability to work with,

understand, and motivate other

people, both individually and ingroups

Conceptual Skills

The mental ability to analyze and

diagnose complex situations


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What ManagersDo

ManagerialActivities

Make decisions

Allocate resources

Direct activities of others toattain goals

Managers (orAdministrators)

Individuals who achieve goals through other people


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Management Functions

Planning Organizing

LeadingControlling

ManagementFunctions


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Management Functions (contd)

Planning

A process that includes defining goals,establishing strategy, and developing plansto coordinate activities


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Organizing

Determining what tasks are to be done, whois to do them, how the tasks are to begrouped, who reports to whom, and where

decisions are to be made


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Leading

A function that includes motivatingemployees, directing others, selecting themost effective communication channels,

and resolving conflicts


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Controlling

Monitoring activities to ensure they are beingaccomplished as planned and correcting any significantdeviations


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Management Skills

Technical Skills

The ability to apply specializedknowledge or expertise

Human SkillsThe ability to work with,

understand, and motivate other

people, both individually and ingroups

Conceptual Skills

The mental ability to analyze and

diagnose complex situations


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ORGANIZATIONALBEHAVIOURKey forces affecting OrganizationalBehavior

People

IndividualsGroups

Environment

GovernmentCompetition

Societal pressure

Organizational Behavior

TechnologyMachinery

Computer hardware&software

Structure

JobsRelationships


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2-22

Figure 2.1


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2-23

Job Specialization

process by which a division of labor occurs asdifferent workers specialize in specific tasksover time


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Workers who specialized became much

more skilled at their specific tasks

Increasing job specialization increasesefficiency and leads to higher

organizational performance


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Frederick Taylor (1856-1915)

The Father of Scientific Management

Maximize worker capacity and profits

Get employees to work at their maximum capacity

PRIMARY FOCUS: TASK


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Scientific Management

The systematicstudyofthe relationships

betweenpeople andtasksforthepurposeofredesigningthe workprocesstoincreaseefficiency.


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Managers are intelligent; workers are and should be ignorant

Provide opportunities for workers to achieve greater financial

rewards

Workers are motivated almost solely by wages

Maximum effort = Higher wages

Manager is responsible for planning, training, and evaluating


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Scientific design of every aspect of every task

Time and Motion Studies

Careful selection and training of every task

Proper remuneration for fast and high-quality work

Maximize output - increase pay

Equal division of work and responsibility between worker and

manager


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1) Study the way workers perform their tasks,gather all the informal job knowledge that

workers possess and experiment with ways of

improving how tasks are performed

Time-and-motion study


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-

2) Codify the newmethods ofperforming tasks

into written rulesand standardoperatingprocedures


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3) Carefully select workers who possess

skills and abilities that match the needsof the task, and train them to perform

the task according to the established

rules and procedures


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4) Establish a fair or acceptable level of

performance for a task, and thendevelop a pay system that provides a

reward for performance above the

acceptable level


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Assembly Line Plants as Prototypical Examples

Prisoners of Taylorism

System of Remuneration (quotas - commission)

Re-Design - Reengineering

Benchmarking

Data are used to refine, improve, change, modify, andeliminate organizational processes

Lean Manufacturing


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Managers frequently implemented only theincreased output side of Taylors plan.

Workers did not share in the increased output. Specialized jobs became very boring, dull.

Workers ended up distrusting the ScientificManagement method.

Workers could purposely

under-perform. Management responded with increased use of

machines and conveyors belts.


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Behavioral Management

The study of how managers should personallybehave to motivate employees and encouragethem to perform at high levels and becommitted to the achievement oforganizational goals.


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Deliberately working slowly as to avoid expanding more effort than

deemed necessary

Reasons

Reduction in workforce due to decreased need

Piecework system of remuneration - raise production requirements

without increasing pay

Rule of thumb training methods - inefficient


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Mary Parker Follett

Concerned that Taylor ignored the humanside of the organization

Suggested workers help in analyzingtheir jobs

If workers have relevant knowledge of

the task, then they should control thetask


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Studies of how characteristics of the work

setting affected worker fatigue and

performance at the Hawthorne Works of the

Western Electric Company from 1924-1932.


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Worker productivity was measured at

various levels of light illumination.

Researchers found that regardless of

whether the light levels were raised or

lowered, worker productivity increased.


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Harvard researchers supervised a group of fivewomen in a bank wiring room.

They gave the women special privileges, such asthe right to leave their workstations withoutpermission, take rest periods, enjoy free lunches,and have variations in pay levels and workdays.

This experiment also resulted in significantlyincreased rates of productivity.


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Human Relations Implications

Hawthorne effectworkers attitudes towardtheir managers affect the level of workers

performance


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Human relations movement advocates

that supervisors be behaviorally trained tomanage subordinates in ways that elicit

their cooperation and increase their

productivity


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Implications

Behavior of managers and workers in thework setting is as important in explaining

the level of performance as the technical

aspects of the task


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Figure 2.3


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x

y

Dependent Variable

A response that is affected by an independent variable (whatorganizational behavior researchers try to understand)


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Productivity

A performance measure that includeseffectiveness and efficiency

Effectiveness

Achievement of goals

Efficiency

Meeting goals at a low cost


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Absenteeism

The failure to report to work

Turnover

The voluntary and involuntary

permanent withdrawal from anorganization


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DeviantWorkplace Behavior

Voluntary behavior that violates

significant organizational norms and

thereby threatens the well-being of theorganization and/or any of its members


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Organizational Citizenship Behavior(OCB)

Discretionary behavior that is not part of

an employees formal job requirements,but that nevertheless promotes theeffective functioning of the organization


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Job Satisfaction

A general attitude (not a behavior) toward ones job; a positivefeeling of one's job resulting from an evaluation of its

characteristics


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Independent

Variables Can Be

Individual-LevelVariables

OrganizationSystem-Level

Variables

Group-LevelVariables

Independent Variable

The presumed cause of some change in the dependent variable;

major determinants of a dependent variable


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x y

Contingency variables: It Depends!

Situational factors that make the main relationship

between two variables changee.g., the relationship

may hold for one condition but not another

Country 1

x yCountry 2

May be related to

May NOT be related to

In

In


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Responding toGlobalization Increased foreign assignments

Working with people from different cultures

Coping with anti-capitalism backlash

Overseeing movement of jobs to countries with low-cost labor

Managing people during the war on terror ManagingWorkforceDiversity

Embracing diversity

Changing U.S. demographics

Implications for managers Recognizing and responding to differences


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Organizatgional Behaviour

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