ob chapter

7/30/2019 OB Chapter

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What is Organizational behavior

By:

Ms. Savitha K

CKSVIM,

Vadodara


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The Importance of Interpersonal skills

Developing managers interpersonal skills is closely tiedto the need for organizations to get and keep highperforming employees.

Regardless of labor market conditions , outstandingemployees are always in short supply

Managers cannot be successful only with technicalskills , but also have to be good with people skills


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What managers do

Managers : persons , who get things done

through other people.

Organization : is a consciously coordinated

social unit , composed of two or more people ,

that functions on a relatively continuous basis

to achieve a common goal or set of goals.


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1.Management functions

Planning

Organizing

Leading Controlling


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2.Management roles (Henry Mintzberg)

Interpersonal

1. Figurehead

2. Leader

3. Liasion

Informational

1. Monitor

2. Disseminator

3. Spokesperson

Decisional

Entrepreneur

Disturbance handler

Resource allocator

Negotiator


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3. Management Skill

Technical skills

Human skills

Conceptual skills


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4. Effective versus Successful Managerial

Activities (Fred Luthans)

According to Luthans , managers are engaged in four

managerial activities

1. Traditional management : decision making , planning ,

controlling2. Communication : exchanging routine information and

processing paperwork

3. Human resource management : motivating , disciplining,

managing conflict , staffing & training.

4. Networking :socializing , politicking , and interacting with

outsiders.


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WHAT IS OB

It is a field of study that investigates the

impact that individuals , groups and

structure have on behavior withinorganizations , for the purpose of

applying such knowledge toward

improving an organization'seffectiveness.


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9

Replacing Intuition with

Systematic Study

Systematic studyLooking at relationships, attempting to attributecauses and effects, and drawing conclusions basedon scientific evidence.

Provides a means to predict behaviors.

IntuitionA feeling not necessarily supported by research.


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10

Disciplines that Contribute to the

OB field

1.Psychology: Learning, individual Behavior, Personality, perception,

work design work stress, training, motivation

2. Social Psychology: work teams, group dynamics, power, conflict,intergroup behaviour

3. Sociology: change, communication, decision making

4. Anthropology: organizational culture, environment

5.Political Science: conflict, intra-organisational politics, power


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Prentice Hall, 2001 11

The Study of Organizational Behavior

Individual

Group

Organization

Study of

Organizational

Behavior

Social Psychology

Political Science

Anthropology

Psychology

Sociology


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12

Challenges and Opportunities

for OB

1.Responding to Globalization

(a) Increased foreign assignments

(b) Working with people from different cultures

(c ) Coping with anti-capitalism backlash

(d) Overseeing movement of jobs to countries with low-cost

labor

(e) Managing people during the war on terror

2 . Managing Workforce Diversity

1. Embracing diversity

2. Changing demographics

3. Implications for managers


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13

Challenges and Opportunities

for OB (contd)

1. Improving Quality and Productivity

2. Improving customer service

3. Improving peoples skills

4. Stimulating innovation and change

5. Coping with temporariness

6. Working in networked organizations

7. Helping employees balance work-life conflicts.

8. Creating a positive work environment

9. Improving ethical behavior


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14

Basic OB Model, Stage I

Model

An abstraction of reality.

A simplified representation of some real-worldphenomenon.


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15

The Dependent Variables

x

y

Dependent variable

A response that is affected by an independent variable.


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16

Variables1. ProductivityAn organization is productive it it achieves its goalsand does so by transferring inputs to outputs atthe lowest cost. Productivity includes effectivenessand efficiency.

Effectiveness

Achievement of goals.

Efficiency

The ratio of effective output to the input requiredto achieve it.

Why it is dependent variable : employees &customers


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17


(contd)

AbsenteeismThe failure to report to work.

Turnover

The voluntary and involuntary permanent withdrawalfrom an organization.

Organizational citizenship behavior (OCB)

Discretionary behavior that is not part of an

employees formal job requirements, but thatnevertheless promotes the effective functioning of theorganization.


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18

Organizational citizenship

behavior (OCB)Company A is a manufacturing company which produces

consumer goods. It maintains high levels of productivity and

quality standards because the employees of the

production cycle are innovative and escalate issues onnotice immediately. This enables to maintain the

productivity and quality standards. The fact that the

employees of production cycle are innovative gets their

behavior influenced in various conditions and theirbehavior outcome is for good.


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19


(contd)

Job satisfaction

a positive feeling about one's job resulting from anevaluation of its characteristics. It presents theattitude.

Deviant workplace behavior : as voluntary behavior that

violates significant organizational norms and in doing so

threatens the well-being of the organization or its

members .


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20

The Independent Variables

IndependentVariables

Individual-Level

Variables

Organization

System-Level

Variables

Group-Level

Variables

Independent variableThe presumed cause of any change(s) in thedependent variable.


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1. Individual level variable : people enter organizations with

certain intact characteristics that will influence their behavior at

work . Such as age, gender, marital status , personality , emotional

framework , values and attitudes , and basic ability levels.

2. Group level variables : people's behavior is different in group as

compare to when they are alone.

3. Organization System-level variable : the design of formal

organization , the organization's internal culture , and the

organization's human resource policies and practices all have

impact on dependent variable.


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Challenges & Opportunities for

Organisation Behaviour

Creation of Global Village

Factors responsible

Working with people from diverse cultures

Change in Scenario

Trade Barriers reduced

Labour has acquired skills

Mobility has increased


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Adapting to Different People

Managing Workforce Diversity

Recognize cultural & lifestyle disparities

Major impact on Management Practices

Training for Managing Diversity


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Improved Quality & ProductivityTQM:

Emphasis on continuous improvement all organsational

processes for enhancement of customer satisfaction

RE-ENGINEERING

Seeks to improve quality & productivity by bringing about

radical changes in business process.

CHANGE

Need to bring about change in attitudes & behaviour of

employees.



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Organisation Behaviour Improving People Skills

People Skills the key to successUnderstand own behaviour

Understand other peoples behaviour

Management Control to Empowerment

Operating level employees are being given given freedom

Preparing work schedules

Selecting work procedures

Finding solutions to problems at work

Empowerment is changing

Leadership stylesRelationships

Design of work

Structure of organisation


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Environmental

Challenges

Integration of

Economies

Global

Competition

Advancement ofInformation TechnologyQuality Revolution

Diversity

EnvironmentalDevelopments
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