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Organizational Behaviour an
Introduction
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What is an organization?
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What is an organization?
y A structured social system with agreed upon objectives.
y Organizations consists of people, structure and technology.
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What is a behaviour?
y Response of the organism or system to various stimuli or
inputs, whether internal or external, conscious or
subconscious, overt or covert, and voluntary or involuntary.
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Basic assumptions of OB
y Organizations consist of people.
y Motivated people work effectively.
y Disparity between organizational and individual goals.
y Impact of policies and procedures on people are not alwayspredictable.
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Fundamental concepts
y Each individual is different.
y Multiple roles of employees.
y Motivation: the force behind.
y Human dignity.
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Levels of organizational Behaviour
y Organizational process: change management, organizational
culture and climate.
y Group process: team dynamics, conflict, leadership, power
and politics.y Individual processes: perception, personality, attitudes,
motivation.
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Why study organizational behaviour?
y Understand employee behaviour
y Predict employee reactions
y Plan for effective interventions
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Organizational Behaviour and HumanRelations/Resources Management
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Applications of OB
y Improving quality of work-life
y Improving employee performance
y Improving organizational effectiveness
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Historical developments of OB
y Industrial psychology: applying psychological techniques in
industrial set-up.
y Walter Dill Scot:- applying psychology in advertisement and
selling.
y Edward K Strong Jr.,:- guidance and vocational training.
y Hugo Munsterberg:- research into industrial accidents and book
Psychology and Industrial Efficiency
y World Wars and Industrial Psychology
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Historical developments of OBy Scientific management movement
y Frederick. W. Taylor
` Four principles of scientific management:
1. Scientifically study each part of the job and develop best
method (time-and-motion study)2. Select and train workers using scientifically developed
methods
3. Cooperate with workers to ensure that they use the propermethod
4. Divide work and responsibility among management andworkers
y Incentives for increased productivity
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Historical developments of OB
y Human relations movement
y The great depression and its implications
y Rise of trade unionism
y
Hawthorne experiments` First set of studies (1924-27): illumination studies
` Second set of studies (1927-1932): relay assembly test room study
` Second relay room and mica splitting test room
` Mass interviewing program(1928-30)
` Third set of studies (1931-1932): bank wiring observation room study
y Hawthorne effect
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In the late 20th century
y OB becoming interdisciplinary
y Psychology
y Sociology
y
Communicationy Anthropology
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Emerging concerns
y Technological changes.
y Globalization.
y Cultural diversity and teamwork.
y Ethical management and corporate social responsibility.
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