Organizational Behavior Start up session Welcome & Class introduction Welcome & Class introduction Course facilitator introduction Course facilitator introduction.

Organizational BehaviorOrganizational BehaviorStart up sessionStart up session

Welcome & Class introductionWelcome & Class introduction Course facilitator introductionCourse facilitator introduction Course ObjectiveCourse Objective

To introduce you with what OB is all about and To introduce you with what OB is all about and the inside out of organizational dynamics.the inside out of organizational dynamics.

Teaching methodologyTeaching methodology Teaching will mainly be done through coaching Teaching will mainly be done through coaching

and experiential learning of OB. The key to and experiential learning of OB. The key to success is to keep success is to keep the concept clear, simple the concept clear, simple and always look for its practical application and always look for its practical application in a working environment.in a working environment.

Organizational BehaviorOrganizational BehaviorStart up sessionStart up session

Class norms - Class norms - To get the maximum benefit out of To get the maximum benefit out of the course students are strongly recommended to:the course students are strongly recommended to: Arrive and leave in timeArrive and leave in time. 5 mins grace time. 5 mins grace time Do your own workDo your own work! Copied work will be marked zero! Copied work will be marked zero Come PreparedCome Prepared! ! This is not a lecture-only course!This is not a lecture-only course! Assignments and other related work has to be submitted Assignments and other related work has to be submitted

on timeon time. . Late submission will not be acceptable & Late submission will not be acceptable & marked zeromarked zero

Class meetings will NOT cover each & every thing in the Class meetings will NOT cover each & every thing in the text.text.

Planned & surprise class quizzes, activities can be planned, Planned & surprise class quizzes, activities can be planned, be regular.be regular.

Cell phones must be switched off.Cell phones must be switched off. No personal, political, religious examples & commentsNo personal, political, religious examples & comments

Organizational BehaviorOrganizational BehaviorStart up sessionStart up session

Course content (session wise)Course content (session wise) Testing & GradingTesting & Grading

Grading will focus on your overall personality Grading will focus on your overall personality rather than one or two aspects. A mid-term rather than one or two aspects. A mid-term examination & a final examination will be given. examination & a final examination will be given.

Case Analysis/quizCase Analysis/quiz 20%20% Mid-termMid-term 30%30% Group Term ProjectGroup Term Project 10%10% Final ExamFinal Exam 40%40% TOTALTOTAL 100%100%

Start up sessionStart up session

BooksBooksStephen P. Robbins: Organizational Stephen P. Robbins: Organizational

BehaviorBehaviorFred Luthans: Organizational BehaviorFred Luthans: Organizational BehaviorVarious OB websites, visits, and any Various OB websites, visits, and any

good reading materialgood reading materialCR nominationCR nominationGroup formation & class information Group formation & class information

sheetsheet

Introduction to Introduction to Organizational BehaviorOrganizational Behavior

Tehzeeb Sakina AmirTehzeeb Sakina AmirIU – OB – session 1 IU – OB – session 1 Summer 2011Summer 2011

““You can dream, create, You can dream, create, design and build the most design and build the most

wonderful place in the world, wonderful place in the world, but it requires people to but it requires people to

make the dream a reality..!make the dream a reality..!WWalt Disney

Organizational BehaviorOrganizational Behavior

OO-- Organization, work place, Organization, work place,

BB -- Behavior, actions, observable.Behavior, actions, observable.

The study of The study of actionsactions that that affectaffect performance in the workplace.performance in the workplace.

Related to stability

Satisfaction

Motivation

Rewards

Organizational Organizational

BehaviorBehavior

OB is .....OB is .....

What people What people dodo in an organization in an organization

How their How their behaviorbehavior effects the overall effects the overall

performanceperformance of the organization. of the organization.

Behavior related to Behavior related to concernsconcerns: such as : such as

absenteeism, turnover, productivity etc.absenteeism, turnover, productivity etc.

Includes the core of all Includes the core of all work work

determinantsdeterminants (motivation, leadership, (motivation, leadership,

power, politics, conflict etc..).power, politics, conflict etc..).

OB works at three levelsOB works at three levels

OBIndividualIndividual

GroupGroup OrganizationOrganization

What is OB about?What is OB about?

3-D : individual, group & organizational3-D : individual, group & organizational

At the At the individual levelindividual level: learning, : learning,

perception, stress, personality, individual perception, stress, personality, individual

differences etcdifferences etc

At the At the group levelgroup level: teamwork, power & : teamwork, power &

politics, interpersonal, decision making etcpolitics, interpersonal, decision making etc

Organizational culture, change, structure Organizational culture, change, structure

& design at & design at organizationalorganizational level level

Goals of OBGoals of OB

The goals of OB:The goals of OB:PredictPredict

Explain andExplain and

Control Control

Historical BackgroundHistorical Background

The famous The famous “Hawthorne Studies” (1924-“Hawthorne Studies” (1924-30s)30s)

Undertaken at Western Electric Company, Undertaken at Western Electric Company, Illinois; to study the effect of various Illinois; to study the effect of various illumination levels on worker productivity.illumination levels on worker productivity.

Findings were: illumination intensity was not Findings were: illumination intensity was not directly related to group productivity. Though directly related to group productivity. Though they couldn’t explain the behavior that they they couldn’t explain the behavior that they had witnessed! Something more to the had witnessed! Something more to the productivity than mere physical variables!! productivity than mere physical variables!!

Historical BackgroundHistorical Background

This generated an interest in human This generated an interest in human behavior at work place. behavior at work place.

Professor Elton MayoProfessor Elton Mayo started a series of started a series of studies & numerous experiments covering studies & numerous experiments covering redesign of jobs, changes in the length of redesign of jobs, changes in the length of work day, time, introduction of rest work day, time, introduction of rest periods and individual vs group pay plans.periods and individual vs group pay plans.

Hawthorne studies set the direction OB Hawthorne studies set the direction OB and management practices!! and management practices!!

Today’s managerial worldToday’s managerial world

Manager of today has to undertake various Manager of today has to undertake various roles & challenges.roles & challenges.

Different research scientists have given Different research scientists have given different roles/skills/activities performed different roles/skills/activities performed by a manager:by a manager:

Robert KatzRobert Katz – has identified – has identified threethree essential management skills:essential management skills: Technical SkillsTechnical Skills – job knowledge – job knowledge Conceptual SkillsConceptual Skills – ability to analyze and – ability to analyze and

diagnose complex situationsdiagnose complex situations Human SkillsHuman Skills – work with people i.e. to be – work with people i.e. to be

able to predict, explain & control their behaviorable to predict, explain & control their behavior

Mintzberg ModelMintzberg Model Informational RoleInformational Role

MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson

Decisional RoleDecisional Role EntrepreneurEntrepreneur Disturbance handlerDisturbance handler Resource allocatorResource allocator NegotiatorNegotiator

Interpersonal RoleInterpersonal Role FigureheadFigurehead LeaderLeader LiaisonLiaison

Challenges & Challenges & Opportunities for Opportunities for today’s managertoday’s manager

Responding to GlobalizationResponding to Globalization

Working in different Working in different countrycountry

Working with peopleWorking with people from different from different

countriescountries

Managing Workforce Managing Workforce DiversityDiversity

Organizations are getting more Organizations are getting more heterogeneous: race, gender, heterogeneous: race, gender,

ethnicity etc.ethnicity etc.

Melting-pot approach (no more)

Improving Quality & Improving Quality & ProductivityProductivity

Quality Quality ManagemeManageme

ntnt

• Focus on customer• Continuous

improvement• Quality of

improvement in everything

• Accurate measurements

• Empowerment of employees

Process Process ReengineeringReengineering

Responding to Labor Responding to Labor ShortageShortage

Is there a Is there a labor labor

shortage? shortage?

Retaining Retaining skilled skilled laborslabors

Improving Customer ServiceImproving Customer Service

Customer responsive Culture Customer responsive Culture

Customer Customer surveyssurveysSpecial desksSpecial desksSpecial Special schemes & schemes & packagespackages

Improving People SkillsImproving People Skills

Working Working withwith people people

Organizational Organizational structure & structure & culturecultureInculcating Inculcating managerial managerial skillsskills

Empowering PeopleEmpowering People

Managers – coaches/advisors Managers – coaches/advisors Make employees in charge of Make employees in charge of

what they dowhat they do

Solutions not Solutions not problemsproblemsDecisions at Decisions at the operating the operating levellevel

Coping with temporarinessCoping with temporariness

Temporary/ contractual work Temporary/ contractual work forceforce

FlexibilityFlexibilitySpontaneitySpontaneityunpredictabilitunpredictabilityy

Change and InnovationChange and Innovation

Change – a frequent Change – a frequent happening in modern worldhappening in modern world

Preparation for Preparation for changechangeAdaptabilityAdaptabilityCreative/novel Creative/novel solutionssolutions

Work / Life ConflictsWork / Life Conflicts

Balance between work and Balance between work and lifelife

24x7 concept24x7 conceptWorking hours (banks & Working hours (banks &

restaurants)restaurants)Dual career familiesDual career families

Flexi timeFlexi timeResources – Resources – work from work from homehome

Improving Ethical BehaviorImproving Ethical Behavior

Work EthicsWork EthicsDeviant work behaviorsDeviant work behaviors

FavoritismFavoritismRule breakersRule breakersPlay politicsPlay politics