ORGANISATIONAL BEHAVIOUR ORGANISATIONAL BEHAVIOUR – an – an

OverviewOverview

Prof. Jairaj Kochavara August ‘ 08

 

ORGANISATIONAL BEHAVIOUR - Course Content- 100 marks

 

1.        Introduction to O.B.: Origin, Nature and Scope of Organizational Behaviour

and its relevance to Organizational Effectiveness and contemporary

issues

 

2.        Personality: Meaning and determinants of Personality; process of Personality

formation; Personality Types;Assessment of Personality Traits for

increasing Self-Awareness

 

3.        Perception: Attitude and Value, Perceptual Processes, Effect of perception on

Individual decision-making, Attitude and Behaviour. Sources

of Value, Effect of Values on Attitudes and Behaviour,Effects

of Perception, Attitude and Values on Work Performance

  4.    Motivation Concepts: Motives, Theories of Motivation and their applications for behavioural Change  5. Group Behaviour : Work groups, formal and informal groups and stages of & Group Dynamics group development: Concepts of Group Dynamics, group conflicts and group decision-making. Team Effectiveness: High Performing Teams, Team Roles, Cross-functional and self-directed Teams  6. Organizational Design: Structure, size, technology, environment of Organizations: Organizational Roles: concept of Roles; role dynamics, role Conflicts and stress and organizational conflicts

 7.    7. Leadership: Concepts and skills of Leadership; Leadership and Managerial roles, Leadership styles and effectiveness; contemporary issues of leadership. Power and Politics; sources and uses of Power; politics at workplace; tactics and strategies  

Reference Texts 1.        Understanding Organizational Behaviour- Udai Pareek2.        Organizational Behaviour- Stephen Robbins3.        Organizational Behaviour- Fred Luthans4.        Organizational Behaviour- Newstrom5.      Organizational Behaviour- Uma Sekaran

Organisational Behaviour

Definition-O.BDefinition-O.B. is a systematic study . is a systematic study of the actions and reactions of of the actions and reactions of

individuals,groups and subsystemsindividuals,groups and subsystems

PEOPLEPEOPLE-consist of individual -consist of individual employees, dyads, groups and teams employees, dyads, groups and teams

who have to get the work done as who have to get the work done as well as those outside the organization well as those outside the organization

like customers and government like customers and government officialsofficials

Organisational Behaviour

JOBS AND TASKS-

JOB- is the sum total of an individual’s assignment at the workplace

TASKS-are the various activities that need to be performed to get the job done.

TECHNOLOGY-is the mechanism through which the raw input is converted into finished products

STRUCTURE-refers to how the workplace in terms of job positions is 7

PROCESS- is the way things get done

Organisational BehaviourOrganisational Behaviour Job Requirements, Group, Behaviour and OutcomesJob Requirements, Group, Behaviour and Outcomes

Requirements of Jobs

Tasks ActivitiesDivision of LabourCoordination of Activities

Formal Group Psychological GroupInformal Group

“We Feeling”Required Behaviour

-Activities-Interaction

Emergent Behaviour

-Activities-Interactions-Sentiments

Group Processes- Norms - Cohesion etc.

Outcomes

- Performance- Productivity- Satisfaction of organisational members

-Psychological awareness and identification with group

Difference between Work Groups and Teams

AspectsAspects Work groupsWork groups

TeamsTeams

PurposePurpose

Work productsWork products

ProcessProcess

LeadershipLeadership

MeetingsMeetings

AccountabilityAccountability

EvaluationEvaluation

Same as orgn.Same as orgn.

IndividualIndividual

Discuss,decide,delDiscuss,decide,del

A single leaderA single leader

EfficientEfficient

IndividualIndividual

IndirectIndirect

SpecificSpecific

CollectiveCollective

Discuss,decide,doDiscuss,decide,do

SharedShared

Open,problem solOpen,problem sol

Individual,mutualIndividual,mutual

Direct(collective Direct(collective work products)work products)

Managers and their Internal and External Environments

EE

PEOPLEIndividuals

DyadsGroups

STRUCTURERoles

PositionHierarchy

TECHNOLOGYMachines & other

Mechanisms

MANAGERS& Managerial

Processes

External Environment

External Environment

Internal Environment

Internal Environment

JOBSTasksActivities

Market

Cultural

Govt.

Techno-logical Social

Political

Economic

Labour Market

Types of GroupsFormal- hierarchicalInformal-interest groups or cliques-horizontal, vertical or randomVirtual Groups- facilitated through I. T.(a) Information Sharing(b) Decision Making(c ) Solving Complex ProblemsPsychological Group-’we’ feeling, sensitivity, affinity, understanding of individual strengths and personalities, sense of belonging and loyaltyOther types of Groups1. (a)Interacting- assembly-line(b) Co-acting- work independently(c ) Counter-acting- union/ management2. (a)Open-Matrix(b) Closed- Fixed Roles3. (a)Membership- belongsReferent-Would like to belong4. (a)In and Out groups- Gang Wars, rivalry, competition,politics

Virtual Organization

JapanManufacturing

BrazilRaw Materials

IndiaI.T.

Support

USAMarketing

SingaporeCore Group

5exes.& 5 staff

Rs.100 Cr. TurnoverPossible through I.T.Linkages

Organizational Behaviour- GROUPSystem- an orderly group of logically related facts, principles, beliefs etcan orderly method, plan or procedureA group or arrangement of parts, facts, phenomena that relate to or interact with each other in such a way as to form a wholeDefinition of Organizational Behaviour‘ O. B is an interdisciplinary behavioural science studying phenomena and dynamics( processes) of organizations and their various human units.

Stages of Small Group DevelopmentFORMINGSTORMINGNORMINGPERFORMINGADJOURNING

Stages in Group Development- Summary

K

Storming

Forming Performing

Norming

KnowledgeIs Hidden

KnowledgeCreation

Synergies

Collaborates

Knowledge Hoarding

Knowledge Sharing

TrustUnknown

Distrust

As per BELBIN-1981 As per Margerison&McCann- 1990 1. Chairman/ Coordinator 1. Creator-initiates creative ideas2. Shaper 2. Promoter-champions ideas after they are initiated3. Plant 3. Assessor- offers insightful analysis of options4. Monitor/ Evaluator 4. Organizer- provides structure5. Company Worker 5. Producer-provides direction

and follow-through6. Resource Investigator 6. Controller-examines details and enforces rules7. Team Worker 7. Maintainer-fights external battles8. Completor/Finisher 8. Advisor-encourages the search for more information 9. Linker-coordinates & integrates

DIFFERENT ROLES PLAYED BY GROUP MEMBERS

Leadership Role & Functions

TeamNeeds

IndividualNeeds

TaskNeeds

Achieving the Task

Developing theIndividual

Building andMaintainingthe Team

Model of Team-Building

Stage Theme Task Outcome Relationship OutcomeOne Awareness Commitment AcceptanceTwo Conflict Clarification BelongingThree Cooperation Involvement SupportFour Productivity Achievement PrideFive Separation Recognition Satisfactionn.b. The above is similar to the stages of forming,storming,norming performing and adjourning.Effective teams take time to build in an organization and comprisethree steps viz.(a) Team Development(b) Team Roles(c) Team Effectiveness

Differences between Work Groups and Teams

S. No. Aspect Work Groups Teams

1. Roles& Respon. Set of behaviours Understands roles

2. Identity No identity Norms & values

3. Cohesion ‘me’ feeling ‘we” feeling

4 Communication self-centered member-centered

5. Flexibility rigid flexible

6. Morale Maybe Enthusiasm/pride

7. Idea generation Old ways New/creative ways

Comparing Work Groups and Work Teams

Work Groups Work Teams

Share information Goal Collective Performance

Neutral(s.t.negative) Synergy Positive

Individual Accountability Individual and mutual

Random and varied Skills Complementary

TYPES OF TEAMS

techno

Problem-solving Self-managed Cross-functional Virtual

Characteristics of Effective Work Teams

1. Commitment and inspiring goals2. Role Clarity3. Self- disclosure (incl.confrontation)4. Openness to feedback5. Competence6. Creativity with constructive confrontation7. Collaboration /Support/Trust8. Congruence between individual and group goals9. Supportive leadership10. Management of powerTeam Functioninga)Cohesion- amongst team membersb)Confrontation-solving problemsc)Collaboration-working together

Team Empowermenta)Clarity of Rolesb)Autonomyc)Resources provn.d)Accountable-goals

TEAM EFFECTIVENESS MODEL

Context Work Design -Adequate resources -Autonomy-Leadership and structure -Skill variety-Climate of trust -Task identity-Performance evaluation & -Task significance reward systems TEAM EFFECTIVENESS

Composition Process-Abilities of members -Common purpose-Personality -Specific goals-Allocating roles -Team efficacy-Diversity -Conflict levels-Size of teams -Social loafing-Member flexibility

Basic Definitions connected with O.BBasic Definitions connected with O.B..

Organization: An organization has four essential elements (a) Group of people (b) Interacting with each other (c )In a structured manner (d) Towards a common objective

Management: Implies getting things done through and with people

Manager: He is the dynamic, life-giving element in every organization. And it is the quality and performance of its managers which is the only effective advantage an enterprise in a competitive economy can have and particularly in a business enterprise.

Basic Definitions (contd..)Basic Definitions (contd..) Three elements stand out in a manager- competence, Three elements stand out in a manager- competence,

integrity and performanceintegrity and performance Who is a manager? The CEO or the middle manager or the Who is a manager? The CEO or the middle manager or the

supervisor?supervisor? A manager’s decision-making,action and behaviour are all A manager’s decision-making,action and behaviour are all

geared towards ‘geared towards ‘Economic Performance’Economic Performance’.The objective .The objective of a business enterprise could be Survival, Profit and /or of a business enterprise could be Survival, Profit and /or Growth ? Peter Drucker feels otherwise-’creating a Growth ? Peter Drucker feels otherwise-’creating a customer’.customer’.

Basic Definitions connected with O.B.The Manager has the following responsibilities:1. Managing Managers2. Managing Worker and Work3. Managing a Business4. Managing TimeA Manager has to manage Resources- 5 Ms- Money, Materials,

Machines, Methods and Man. One of these resources is different from the others. Which one and why?

What about Time as a resource?A manager also performs the following functions:Planning, Organizing.Staffing, Directing and Controlling orLeading,Planning,Organizing and ControllingPlanning –determines what results the organization will achieveOrganizing- specifies how it will achieve the resultsControlling –determines whether the results will be achievedLeading- through planning, organizing and controlling managers

exercise leadership

ORGANIZATIONAL BEHAVIOURTo provide an understanding of what goes on at the workplace. Four

aspects need to be explained viz.Definition, goals,forces and O.B.’s major characteristics1. O.B. is the systematic study and careful application of knowledge

about how people- as individuals and as members of groups –act within organizations.It strives to identify ways in which people can act more effectively.

2. O.B. provides managers with the tools to: (a) to understand the behaviour of individuals (b) to understand the complexities of inter-personal relations (c )to examine the dynamics of relationships within small groups –

both formal teams and informal groups (d) organizations can be viewed as whole systems that have

interorganizational relationships

ORGANIZATIONAL BEHAVIOURGOALS:Most sciences share four goals-to describe, understand,predict and control some phenomena. O.B. has the following goals1.Describe, systematically, how people behave under a variety of circumstances2.Understand why people behave as they do.3.Predicting future employee behaviour4.Control at least partially, and develop some human activity at work Managers can utilize the tool of O.B.to influence human behaviour.skill development, team effort and productivityFORCES: There are a wide array of issues and trends that affect the nature of organizations today. They can be classified under four areasPEOPLE, STRUCTURE, TECHNOLOGY and the ENVIRONMENT

ORGANIZATIONAL BEHAVIOUR Key forces affecting Organizational Behavior

People•Individuals

•Groups

Environment•Government•Competition

•Societal pressure

Organizational Behavior

Technology•Machinery

•Computer hardware&software

Structure•Jobs

•Relationships

O. B. Definitions1. O.B. is a field of study that investigates the impact that individuals ,

groups and structures have on behaviour within organizations for the purpose of applying such knowledge towards improving an organization’s effectiveness.

2. O.B. can be defined as the systematic study of the actions and reactions of individuals, groups and sub-systems.

3. O.B. is the study and understanding of individual and group behaviour, patterns of structure in order to to help improve organizational performance and effectiveness.

4. O.B. is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organizations it is also one of the most central- its concern with individual and group patterns of behaviour makes it an essential element in dealing with the complex behavioural issues thrown up in the modern business world.

5. O.B. is an inter-disciplinary behaviour science studying phenomena and dynamics(processes) of organizations and their various units.

Bases of Organizational Behaviour

1.Psychology: The science or study of individual human behaviour

2. Sociology: The study of group 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 env.

Toward an OB Toward an OB DisciplineDiscipline

ORGANIZATIONAL BEHAVIOURPersonality affects workplace behaviour. Persons need to be placed in jobs which match their SKILLS, ABILITIES and TEMPERAMENT or PERSONALITY.Personality is that dynamic organization within the individual, of those psychophysical systems that determine his unique adjustments to the environment. Besides a study of personality is helpful in ensuring effective job performance.Personality of an individual represents personal characteristics and traits which can lead to consistent patterns of behaviour.‘Personality’ comes from the Latin word per sona which means to speak through- the role a person is playing in public. A comprehensive definition of Personality is given by Salvatore Maddi-’Personality is a stable set of characteristics and tendencies that determine those commonalities and differences in the psychological behaviour( thoughts, feelings and actions) of people that have continuity in time and that may not be understood as a sole result of the social and biological pressures of the moment.’

ORGANIZATIONAL BEHAVIOURFrom the above definition the following points arise:1) Describes all behaviour at all times2) Some behaviours are common while others are unique3) Thus managing people becomes all the more challenging4) Personality is stable and has continuity in time5) But an individual’s personality can undergo change in time SELF CONCEPT Self concept is when people try to understand themselves because personality would essentially mean:(a) How people affect others(b) How they understand and see others(c) What is the pattern of their inner and outer measurable traits(d) What is the person-situation interaction Self is very relevant to the concepts of self efficacy and self-esteemSelf Esteem is based on one’s perceived competence and self imageSelf Efficacy is concerned with how well a person can cope with situations as they

arise. In other words, self esteem is a generalized trait whereas self-efficacy is situation specific.

THEORIES ON PERSONALITY

1. Type Theories

2. Trait Factor Theory

3. Psychoanalytic Theory

4. Socio-psychological Theory

5. Self Theory

PERSONALITY

Cattell is also credited with having developed the 16 PF test which is used to assess personality. At first personality and behaviour were identified by 5000 words from the dictionary which was then reduced to 200 words and finally to 16 factors.

Cattell’s 16PF Profile-FACTOR DESCRIPTORS

A-Warmth Reserved/ OutgoingB-Reasoning Less Intelligent/ More Intelligent

C-Emotional Stability Affected by feelings/ Emotionally stableE- Dominance Humble/ AssertiveF-Liveliness Sober/Happy-go-luckyG-Rule Consciousness Expedient/ConscientiousH-Social Boldness Shy/ VenturesomeI-Sensitivity Tough-minded/Tender-mindedL-Vigilance Trusting/ SuspiciousM-Abstractedness Practical/ ImaginativeN-Privateness Straightforwardness/ ShrewdO-Apprehension Self-Assured/ Apprehensive

Q1-Openness to Change Conservative/ ExperimentingQ2-Self-Reliance Group-dependent/ Self-sufficientQ3-Perfectionism Self-confident/ Self-controlQ4-Tension Relaxed/ Tense

There are 5 Super Traits which are-There are 5 Super Traits which are-1.1. Extroversion( sociable, assertive )Extroversion( sociable, assertive )2.2. Emotionality ( anxious, insecure)Emotionality ( anxious, insecure)3.3. Agreeableness ( conforming, helpful to others)Agreeableness ( conforming, helpful to others)4.4. Conscientiousness ( persistent, organized )Conscientiousness ( persistent, organized )5.5. Intellect ( curious, open to experience )Intellect ( curious, open to experience )

Confrontation Compromise

Arbitration Negotiation

Resignation Appease-ment

Withdrawal Diffusion

APPROACH

AVOIDANCE

CONFLICT MANAGEMENT

CONFLICT MANAGEMENT

AVOIDANCEResignation Appeasement(a) Fatalistic Concessions with (b) Ignore hope of resolution

Withdrawal Diffusion(a)No opportunity (a) Time to fight (b) Good sense(b)Physical separation (c ) Buffer(c )Define boundaries(d) Actually withdraw

APPROACHConfrontation- win-lose trap e.g. Strike and Lockout Arbitration- third party interventione.g. award or formulaCompromise- give and takee.g. adjustmentNegotiation- bargaininge.g. demands and Counter-demands and reaching a settlement